Recognition and Rewards is a tool/ technique used in the Develop Team process.
Recognizing and rewarding desirable behavior is an important aspect of developing a team. Rewarding good work is a way of showing the people that the organization acknowledges and recognizes their effort.
It is important to recognize the team throughout the project, without waiting for the end of the project.
While money is generally viewed as a way of rewarding people, the project manager should consider other intangible benefits too.
Let us look at few motivational theories to understand how a project manager can motivate the team members.
Table of Contents
Maslow’s Hierarchy of Needs
Rewards can motivate people only if it satisfies a need that is valued by the individual. In this context, it is important to understand the hierarchy of needs proposed by Abraham Maslow.
Maslow realized that certain needs take precedence over other needs.
Maslow’s Hierarchy of Needs has five steps of needs, as listed below:
- Physiological needs
- Safety needs
- Social needs
- Esteem needs and
- Self-actualization needs
People will not be interested at a particular level of needs unless their lower level needs were fulfilled.
For example, a person whose physiological needs are yet to be fulfilled will not be motivated if you try to address his social needs through rewards.
So, a project manager should understand the team and their needs. This will help him to motivate and develop the team.
Physiological needs are the basic requirements for human survival. If these requirements are not fulfilled, people will not be keen on any higher order needs like security needs or social needs.
I used to work with lot of construction workers in Singapore. During important festival time like Chinese New Year or Diwali, we used to provide the workers with rice bags to reward them. Since these workers were at the bottom most level of Maslow’s pyramid, this seemed to work and motivate them.
Once the physiological needs were taken care of, people show interest in safety or security needs. For example, job safety, stability, security in life, insurance, etc. The behavior is dominated towards the safety or security needs.
The social needs come next. It includes love, affection, friendship, relationship, community building, etc.
Esteem needs portrays the human desire for respect, attention, appreciation. They expect others to recognize and value them.
The highest level of needs is the Self-actualization needs. It is more about realizing one’s full potential and attaining it.
Herzberg’s Motivation-Hygiene Theory
Frederick Herzberg proposed a motivational theory, known as Motivation-Hygiene theory or Two-factor theory.
According to the theory, people’s job satisfaction depends on two kinds of factors, hygiene factors and motivators.
Job dissatisfaction is influenced by the hygiene factors. Hygiene factors include working conditions, salary, policies and rules, relationships at work, etc.
Job satisfaction is influenced by motivators. Motivators include achievement, recognition, responsibility, advancement, personal growth, etc.
Providing hygiene factors will not motivate the people. But, the absence of hygiene factors will demotivate them. For example, offering better working conditions does not necessarily mean the employee will be satisfied. The employee is just no longer dissatisfied.
Take note that you cannot motivate the employees if the hygiene factors are not taken care off. Motivating people can work only when the things that bother them vanish.
Once the dissatisfiers are taken care of, the project manager can focus on the motivators. You can offer opportunities for growth, provide training and development opportunities, appreciating their contribution, etc.
McGregor’s Theory X and Theory Y
Douglas McGregor proposed two contrasting theories about management styles, authoritarian (Theory X) and participative (Theory Y).
Theory X managers believe that the team members dislike their work and have little motivation. These managers adopt an approach that is very “hands-on” and usually involves micromanaging people’s work to ensure that it gets done properly. Theory X managers prompts, rewards or punishes constantly to get the work done.
Theory Y managers believe that the team members take pride in their work and see it as a challenge. Managers who use this approach trust their people to take ownership of their work and do it effectively by themselves. Theory Y managers encourage team members to develop their skills, engage in open communication and provide frequent opportunities for promotion.
McClelland’s Theory of Needs
David McClelland proposed three kind of motivating needs:
- Need for achievement (drive to excel),
- Need for power (desire to influence others) and
- Need for affiliation (desire to establish and maintain friendly relations).
Identify the dominant motivators of your team members and use this information to engage and motivate them.
Team members motivated by achievement expect challenging projects. They have a strong desire for performance feedback.
Team members motivated by need for power work best when they are in charge. They have a desire to exercise control over others.
Team members motivated by affiliation work best in a group environment. They have a strong desire for acceptance and approval from others. Try to integrate them with a team whenever possible.
Conclusion
The project manager is responsible for proactively developing team skills and competencies while retaining and improving team satisfaction and motivation.
The PMBOK Guide does not cover any motivational theory as such. But, the exam content outline includes motivational techniques. Motivation is also a recommended interpersonal and team skill required to develop the team.
There are several motivational theories available, and it is not possible to cover each one of them in detail. I believe the above theories would give you some idea on how to motivate team members.
In your projects, how do you motivate your team members?
Certified Risk Management Professional (PMI-RMP)®
An enthusiastic project management practitioner and trainer.
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