How Does Management's Attitude Affect Motivation?

This was a question recently posted on Linked-In's Organizational Development Forum.

Although it may seem to deal with a broader topic of Motivational Management, lets not forget that as Project Managers one of our operative areas is "MANAGEMENT", and as such we need to apply best Management practices, such as Motivation.

Read both the question, and the answer below...

the Q. How management's attitude impacts employee motivation?
Management's attitude such as:

• a) 10-70-20 ratio for employees' performance gradation
  b) Personal indulgence in every levels making decisions
  c) Communicating with only the key employees
  d) Fewer competency mapping e) Multi-jobs / responsibilities for only key employees leaving less options for the rest

the MuTo Response...

While the manager may not be the ultimate source of 'motivation' for an employee, they are certainly the source of 'de-motivation' for the employee. A Manager has it completely within his control to keep an employee motivated. But it requires that they know their employee; not very many do. The bullets you listed above seem to come from company guidelines? or observations?

a) Does not work in practice. The 10% on top tend to be super motivated anyway, the 70% in the middle, hate that they are not the 10% (and so get de-motivated) and the 20% at the end were demotivated to begin with, and are probably more so now. A Manager has it within his control to make sure ALL his employees are in the top 10%.

b) Personal Indulgences? if a manager starts making personally motivated decisions...that's akin to feeding his own Ego. It will kill the motivation of his employees.

c) Communicating with key employees, and NEVER with others? There is such a thing as a key employee...and a Manager talking to the others does not bode well. A Manager must be known by his troops. But the question seems to imply a hierarchy...if in fact that's what the manager wants, then they should legitimize the hierarchy...change the organization. Then, the issue would not demotivate his employees; it would just be the org structure.

d) A Manager must KNOW his employees...and their competencies...otherwise how can he assign tasks. Note: Competencies include what an employee LOVES to do.

e) As for favoritism...well, that's again speaking of a potential org change to heighten the organization.

However, there's risk involved. It sounds like the manager you describe above is following guidelines that make certain he will have major challenges with motivating his employees.

Getting to know them, and finding out what motivates them is critical. A Happy employee is most productive, especially, when they have meaningful work to do. A Sad one is telling you why they are not happy...so a manager can do something about it. Its the apathetic one that is the most dangerous. That employee no longer cares...it is the job of the manager to guide them to care.

This will make the employee angry first, no doubt...but eventually will lead to positive growth. The employee will take note of the positive encouragement, and care envoked by the manager. Its not easy. That doesn't mean a manager shouldn't do it.