Motivação e dinheiro

"The science behind work satisfaction.
Consider a study by Behavioral Economist Dan Ariely (and Lemonade’s Chief Behavioral Officer), where he sent factory workers one of three emails: The first promised workers a free pizza if they get all of their work done, the second promised a rare compliment from their boss, and the last – a cash bonus.
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Which did the best job of motivating employees to get their work done?
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If you thought the cash bonus, you thought wrong. The pizza and thank you note were the strongest motivators.
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While monetary incentives are usually attributed to getting workers’ feet in the door in the first place, cash hardly contributes to an employee’s engagement at work:
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Creating a positive, caring workforce makes for more engaged team members, meaningful workplace relationships, and higher profits for organizations.
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Companies should set aside cash bonuses, and invest in practices that make employees feel cared for. And a pizza party every once in a while wouldn’t hurt either."

Não é nada incomum a liderança das empresas, à medida que elas crescem, estar cega quanto à falta de motivação dos trabalhadores.

Trechos retirados de "The Case for a Caring Work Culture"

ISO 9001 - Video V - A useful quality policy and objectives, not mumbo-jumbo (part II)

Part I.

I recalled the template I use for writing an organization's quality policy when reading this excerpt:

“This is not about what we do, it’s about who we are,” ... “When you know who you are, then all of the decisions you have to make become a lot easier. When decisions are easier to make, things get better faster. Nothing clarifies like clarity.”(1)

This another one too:

“the more time I spend with market-making innovators and high-performing companies, the more I appreciate that leaders also have to “talk the walk.” They must be able to explain, in language that is unique to their field and compelling to their colleagues and customers, why what they do matters and how they expect to win”(1)

BTW, about that " I appreciate that leaders ... explain, in language that is unique to their field and compelling to their colleagues and customers, why what they do matters and how they expect to win" consider:

"Leaders who connect employees with end users motivate higher performance, measured in terms of revenue as well as supervisors’ ratings. Research shows that when leaders are the sole source of inspiring messages, employees often question whether the messages are true. End users, in contrast, are seen as credible sources who can deliver convincing testimonials of their experiences with a company’s offerings.
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Customers, clients, patients, and others who benefit from a company’s products and services motivate employees by serving as tangible proof of the impact of their work, expressing appreciation for their contributions, and eliciting empathy, which helps employees develop a deeper understanding of customers’ needs.
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Leaders can “outsource inspiration” to end users (both past and present) by collecting their stories, inviting them to the organization, introducing them to employees, and recognizing employees who make a difference in customers’ lives.
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A growing body of research shows that end users—customers, clients, patients, and others who benefit from a company’s products and services—are surprisingly effective in motivating people to work harder, smarter, and more productively."(2)

Excerpts from “Simply Brilliant: How Great Organizations Do Ordinary Things in Extraordinary Ways”(1) from  William C. Taylor and "How Customers Can Rally Your Troops"(2)

Curling master

Como o tempo voa... há mais de 7 anos escrevi este postal "Crédito fácil e barato".

Lembrei-me logo dele ao ler "How to Motivate Your Team During Crunch Time". No texto sobre o que não fazer lembrei-me logo de uma série de políticos:

"Don’t

• Be dishonest or sugarcoat matters. Acknowledge to your team the burden and sacrifices involved.

• Ignore obvious problems. If you see that an employee is struggling, reach out. Ask: What roadblocks need to be removed? 

• Disappear behind closed doors. You need to be accessible and visible to your team."

Para que a organização cumpra o seu propósito, a gestão de topo não pode deixar de pensar no seu papel de master-curling.

Motivação

"Design Goals, Not Chores
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Ample research has documented the importance of goal setting. Studies have shown, for example, that when salespeople have targets, they close more deals, and that when individuals make daily exercise commitments, they’re more likely to increase their fitness levels. Abstract ambitions—such as “doing your best”—are usually much less effective than something concrete, such as bringing in 10 new customers a month or walking 10,000 steps a day. As a first general rule, then, any objectives you set for yourself or agree to should be specific.
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Find Effective Rewards
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Some tasks or even stretches of a career are entirely onerous—in which case it can be helpful to create external motivators for yourself over the short- to-medium term, especially if they complement incentives offered by your organization.
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Sustain Progress
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When people are working toward a goal, they typically have a burst of motivation early and then slump in the middle, where they are most likely to stall out."

Trechos retirados de "How to Keep Working When You’re Just Not Feeling It"

Ninguém quer saber?! Nobody cares?!

O Pingo Doce da Jerónimo Martins em Estarreja tem uma bomba de gasolina que vende combustível low-cost. Junto a um cruzamento com semáforos na EN 109, o Pingo Doce tem um painel para atrair os viajantes.

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Durante esta semana, o preço praticado na bomba foi de 1,338 €.

Durante esta semana, o painel informava que o preço praticado era de 1,374 €.

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Qual o significado disto?

O que é que isto quer dizer?

Acerca da motivação

Este artigo de Daniel Pink no The Telegraph "Forget shareholders, maximise consumer value instead" está em sintonia com o relato que ando a ouvir há dias durante o meu jogging sobre o seu livro "Drive".
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O 2º capitulo "Seven Reasons Carrots and Sticks (Often) Don’t Work . . ." relata vários estudos que ilustram como a Motivação 2.0 não faz sentido, tem resultados contraproducentes no mundo do século XXI à medida que nos afastamos de trabalhos repetitivos e sem criatividade