The word “motivation” is very often used by managers, but this does not mean it is well understood, let alone applied in practice.
Motivation can be defined as an internal will or desire that stimulates a person to activity in order to fulfill their needs.
Motivating should be understood as a process that triggers, gives direction to, and sustains certain behaviors in people in order to achieve specific goals.
We all know that success comes through other people. If you understand what motivates people, you have at your disposal the most powerful tool needed to work with them. Motivating combines the ability to communicate, give a good example, set challenges, encourage, get reactions, engage employees, delegate responsibilities, develop and train, inform, and fairly reward.
It is important to first understand the difference between motivation and manipulation. Manipulation, in a simplified description, means getting someone to do something because you want it. Motivating, on the other hand, is making a person do something because they themselves want it. Manipulating people can bring short-term results, but unlike motivating, it does not create an ideal situation where managers together with their employees are heading in the same direction, wanting to achieve the same, common goal.
As F. Herzberg wrote:
“For business, the benefit of studying people’s attitudes toward work will be increased productivity, reduced absenteeism, and better employer-employee relations. From the employee’s perspective, understanding what forces lead to improved morale will bring results in the form of greater job satisfaction and self-realization.”
The manager’s goal should be to manage a team of motivated employees. How do you recognize that an employee is motivated? This is a person whose attitude toward work is characterized by the following traits:
- Optimism,
- Commitment to pursuing the goal,
- Expectation of success.
Author: Ekspert ITT
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Frequently Asked Questions
What is the difference between intrinsic and extrinsic motivation?
Intrinsic motivation comes from within — it is driven by personal satisfaction, interest, or a sense of purpose in the work itself. Extrinsic motivation comes from external factors such as bonuses, promotions, or recognition. Research shows that intrinsic motivation tends to produce more sustained engagement and higher-quality work over time.
How can a manager identify what motivates each team member?
The most effective approach is through regular one-on-one conversations, active listening, and observation of what energizes each employee. Managers should ask open-ended questions about career goals, preferred working conditions, and what aspects of their work they find most fulfilling. Understanding individual motivators allows for more personalized and effective management.
Why does manipulation differ from motivation in its long-term effects?
Manipulation focuses on getting people to act because the manager wants it, which creates compliance without genuine engagement. Motivation helps people act because they want to, aligning personal goals with organizational objectives. While manipulation may produce short-term results, it erodes trust and leads to disengagement, whereas genuine motivation builds lasting commitment and shared purpose.
What are the key signs that an employee is losing motivation?
Common signs include decreased productivity, lack of initiative, increased absenteeism, withdrawal from team interactions, and a generally pessimistic attitude toward work. Managers should watch for these early warning signs and address them promptly through supportive conversations aimed at understanding the root causes and finding solutions together.