What Motivates Employees?

Workers and Supervisors Give

Different Answers
Kenneth A. Kovach

Kenneth A. Kovach is a professor of management at

George Mason University, Fairfax, Virginia. His
most recent article in Business Horizons was "Plant
Closings: Is the American Industrial Relations Sys-
tem Failing?" (March-April 1987).

Which do workers value more: interesting

work or good wages? Supervisors think
they know the answer, but forty years of
survey results prove that they don't.

W hy do workers work? Industrial psychologists and

management experts have sought the answer to this
question for many years. If a company knows why its
employees come to work on time, stay with the company for
their full working lives, and are productive, then it might be able
productive employees who come to work on time and don't quit.
Unfortunately, not all jobs can be made interesting. More impor-
tantly, what is interesting to one person may not be interesting to
someone else.
If direct supervisors are able to recognize the differences
to ensure that all of its employees behave in that way. Such a between their employees, then perhaps they can make sure that
company would have a decided marketplace advantage over everyone is in a job that he or she finds interesting. However,
competitors suffering from absenteeism, costly re-training when supervisors were asked what they thought their employees
programs, and production slowdowns. wanted from their jobs, the supervisors claimed that their
workers' highest preference was not for interesting work but for
WHICH DO WORKERS WANT: INTERESTING WORK good wages. If the immediate supervisors are to be believed, all a
OR GOOD WAGES? company has to do is to make sure that it pays good wages to all

H
its employees.
ow can we discover why workers work? One obvious Good wages are probably easier to offer than interesting work,
way is to ask employees what they prefer in their work but the employees say that salary alone doesn't rank extremely
environment. When we asked 1,000 industrial high on their list of preferences. Thus, there are some differences
employees this question, we found that the item most frequently in how managers view the reasons that workers work and how
cited was "interesting work." workers view the reasons they work.
If this is the answer, then all that is necessary is to make all of This article:
the work in industry interesting. Then we will have happy, • Compares results of three sur-
 What Motivates Employees? Workers and Supervisors Give Different Answers

"Organizations in the U.S. industrial

sector have done a better job of satisfying
the basic or 'deficit' needs of their workers than
they have in satisfying the ego or
self-fulfillment needs."

veys concerning employee and supervisory 3. Feeling of being in on things; these basic needs are satisfied, then the ego
rankings of ten motivational items'; 4. Job security; and self-actualization needs are pursued.
• Discusses individual differences 5. Good wages; Frederick Herzberg's two-factor theory,
between groups of employees and su- 6. Promotion and growth in orga- also known as the motivationhygiene
pervisors; and nization; theory, divides need satisfactions into
• Looks at the manipulation of reward 7. Good working conditions; extrinsic and intrinsic factors.6 The
systems. 8. Personal loyalty to employees; extrinsic factors—such as salary, working
9. Tactful discipline; and conditions, and job security—lead to job
FORTY YEARS OF SURVEYS 10. Sympathetic help with personal dissatisfaction if not met, but will not

I
problems. necessarily contribute to job satisfaction
n 1946, industrial employees were The workers surveyed in 1946 came when they are met. The intrinsic factors—
asked to rank ten "job reward" factors from a different environment than today's such as the work itself, achievement, and
in terms of personal preference. The factory workers. America had come out of recognition—are the actual motivators;
results were as follows: a depression and had just gone through a they fulfill an individual's need for
1. Full appreciation of work done; war. In 1986, after almost forty years of psychological growth. The extrinsic
2. Feeling of being in on things; relative prosperity and a rise in the factors, on the other hand, merely prevent
3. Sympathetic help with personal standard of living beyond the imagination dissatisfaction.
problems; of workers in 1946, it is not surprising that If we relate the list of employee ratings
4. Job security; what workers want from their work had to Maslow's hierarchy of needs or to
5. Good wages; changed. Herzberg's hygiene theory, it becomes
6. Interesting work; fairly obvious that organizations in the
7. Promotion and growth in the or- MOTIVATION, MASLOW, AND U.S. industrial sector have done a better
ganization; HERZBERG job of satisfying the basic or "deficit"

T
8. Personal loyalty to employees; needs of their workers than they have in
9. Good working conditions; and he late psychologist A. H. Maslow satisfying the ego or self-fulfillment
10. Tactful discipline.' organized human needs on five needs.7
A similar questionnaire was given to general levels.4 5 In ascending order In the 1946, 1981, and 1986 studies,
industrial employees in 1981 and again in these are: supervisors were asked to rank job rewards
1986. • Physiological needs (food, water, sex, as they believed employees would rank
By 1981 what workers wanted had shelter); them. Their rankings remained almost the
changed. "Interesting work" was in first • Safety needs (protection); same for each year:
position, and "sympathetic help with • Social needs (belonging, acceptance); 1. Good wages;
personal problems" had dropped to the • Ego needs (achievement, status, 2. Job security;
ninth slot. By 1986, the list looked like appreciation); and 3. Promotion and growth in the or-
this: • Self-actualization needs (need to ganization;
1. Interesting work; realize one's potential).
2. Full appreciation of work done; The first three needs can be considered 3. Frederick Herzberg, Bernard Mausner, and
basic or "deficit" needs. When Barbara Bloch Snyderman, The Motivation to ■
Work (New York: John Wiley & Sons, 1959).
4. See Alan c. Filley and Robert J. House,
2. Abraham H. Maslow, "A Theory of Human "Some Empirical Evidence about Needs Theory,"
Motivation," Psychological Review, July 1943: Managerial Motivation and Compensation (Ann
370-96. Arbor: Univ, of Michigan: 1972) p. 239.

6ment of Management Advanced Management

4 Kenneth A. Kovach, "Why Motivational jour
5Theories Don't Work," Society for the Advance 7nal, Spring, 1980: 56.
 Business Horizons / September-October 1987

4. Good working conditions; These explanations are largely untested. 1986. Thus, managers appear to remain
5. Interesting work; Another theory that may explain this out of tune with the
6. Personal loyalty to employees; phenomenon can be called "self- desires of their
7. Tactful discipline; reference." Managers offer rewards or
8. Full appreciation of work done; behave toward workers in ways that would employees. Despite a
9. Sympathetic help with personal motivate them, but these are not tremendous volume of
problems; and necessarily the rewards and behaviors that behavioral research into
10. Feeling of being in on things. The will motivate their employees. what motivates
supervisors' rankings show that not only David McClelland found that su- employees, supervisory
have they not changed over the last forty pervisors are usually high achievers who
self-reference is as
years their collective perception of factors are interested in concrete measures—
that motivate employees, but also that they namely, money—that reflect how well much of a problem today
don't realize the importance of Maslow's they have done.5 For managers, money is a as it was after the
hierarchy of needs or Herzberg's extrinsic quantifiable way of keeping score. Second World War—a sad
and intrinsic factors in motivation. Most In 1946 there was a significant dif- commentary on the
60 importantly, a comparison of the ference between the way supervisors implementation of re-
rankings, shows that supervisors have a ranked employee rewards and the rankings
very inaccurate perception of what made by employees themselves; there was
search results in the
motivates employees. also a significant difference between the workplace.
two in 1981 and HOW WORKER VALUES DIFFER

T
MANAGERS AND MOTIVATION

A
he 1986 survey divided employees
ssuming that they are aware of 5. David c. McClelland, "The Role of Money into various categories, something
in Managing Motivation," Managerial Motivation
almost four decades of research, and Compensation (note 4): 527. the earlier surveys did not do. Just
why have managers chosen to as there are differences between what
ignore the theories of motivation? employees want over time, there may also
Specifically, why do managers continually Table 1 be differences between categories of em-
place wages at the top of their hierarchy Statistics for the 1986 Survey ployees based on sex, age, income level,
and the other motivators, which both job type, and organization level. Table 1
Maslow and Herzberg consider essential 1,000 Employees shows the subgroups studied in the 1986
for job satisfaction, at the bottom? Several survey, and Table 2 analyzes subset data
(Industrial Sector)
explanations are possible for supervisors' and makes it possible for the responses of
apparent neglect of the conclusions drawn each subset
from the research of behavioral scientists. Sex
M = 622
One reason could be that supervisors F = 378
believe employees find an interest in
money and other basic needs socially Age
Under 30 = 202
undesừable and therefore pay lip service to 31-40 = 348
more socially acceptable factors such as 41-50 = 325 100 Supervisors*
interesting work. On the other hand, it is Over 50 = 125
(First and Second Level)
possible that employees are better Income Level
witnesses to their own feelings than are Under $12,000 = 135
$12,001-$18,000 = 360 Sex
their supervisors. M = 76
$18,001-$25,000 = 334
Another reason for the disparity may be Over $25,000 = 171 F = 24
that managers choose rewards for which
they are less responsible. For example, pay Job Type Age
Blue-collar unskilled = 350 Under 30 = 16
raises are usually determined by Blue-collar skilled = 291 31-40 = 29
formalized organizational policies, not by White-collar unskilled = 206 41-50 = 40
the personal relationships between su- White-collar skilled =113 Over 50 = 15
pervisors and employees. Thus, su- Organization Level Income Level
pervisors can "pass the buck" when it Lower Nonsupervisory = 418 Under $16,000 = 6
comes time to assign blame for poor levels Middle Nonsupervisory = 359 $16,001-$22,000 = 34
Higher Nonsupervisory = 139 $22,001-$30,000 = 39
of employee motivation. Over $30,000 = 21

Job Type Supervised

Blue-collar unskilled = 31

’Supervisors surveyed are directly connected with employees surveyed.

 What Motivates Employees? Workers and Supervisors Give Different Answers

Blue-collar skilled = 27
White-collar unskilled = 23
White-collar skilled = 19

Organizational Level Supervised

Lower Nonsupervisory — 34
Middle Nonsupervisory = 37
Higher Nonsupervisory = 29
 Business Horizons / September-October 1987

"Women put 'full appreciation

of work' in first place, while men
put it second. Female employees may place
greater importance on interpersonal relationships and
communication than do male employees, a difference
that should be noted by managers."

to be compared with those of the entire the two groups. However, women put "full with their roles as workers. This possible
group of 1,000 employees. Note that appreciation of work" in first place, while role conflict could cause women to seek
supervisors are not included in the men put if second. Female employees may more appreciation of work.
subgroups, only the 1,000 employees. place greater importance on interpersonal
relationships and communication than do Age Group
Male/Female male employees, a difference that -should
be noted by managers. Women in the Four age groups were analyzed: under 30,
When the responses of men and women workplace have different problems than do 31-40, 41-50, and over 50. The under 30
were analyzed, no significant statistical men; many are still trying to cope with group showed the greatest disparity in its
difference was found in the preferences of their traditional roles as housewives along distribution from the

Table 2
What Workers Want, Ranked by Subgroups (1986 Survey)

Income Level Organization Level

Ịob Type

o oo C' s' s'

o
o o
o o a bo a
3^
o
o
*
C
r
in
C o
o u. gẽ £
c o Í 1 1
Is o o
o r C o- tn 5 2 ~
i a o 9s u- Q § § •§ § §
o o s o o k g
-
ẫ
T
r
i bb
r
o ẫ r
O
Ò
tA o
b - > 52 Sz Sz
12 n -1 -< in =: s
4 3 5 3 1 1
2 1 2 1 1 2 1 1 2
1 3 4 2 2
5 3 2 2 4 3 3 2 1 6 3 1

2 3 5 3 3
6 4 1 3 6 1 2 4 5 2 5 4
5 4 2 4 6
2 1 4 7 2 4 4 3 4 3 7 5
4 5 1 6 8
5 5 5 3 4
1 8 1 6 8 6 6
6 6 6 5 5
3 6 8 9 3 6 5 7 6 5 4 3
7 7 7 7 4
7 7 7 4 8 7 7 6 9 7 2 7
8 8 8 8 7
9 9 9 9 6 5 7 8 8 5 8 9 9 8 9 9 10
1 9 1 1 9 9 1 7 9
8 10 10
0 0 0 0
10 10 1 1 1 1 10 10 9
0 8 0 6 9 0 0 9 10 8 8 10
 What Motivates Employees? Workers and Supervisors Give Different Answers

total responses of all groups but the Job Types Organizational Level
greatest similarity to the supervisors'
estimate of how employees would re- A comparison of the blue-collar unskilled The organization levels were divided into
spond. The difference between how the responses and white-collar unskilled lower, middle, and higher non-
under 30 group responded when responses showed significant differences. supervisory categories. The comparison of
compared with each of the other age The unskilled blue-collar group gave top the lower with both the middle and the
groups is statistically significant. ranking to "full appreciation of work higher levels produced statistically
The under 30 group chose good wages, done," "interesting work," and "good significant differences.
job security, and promotion and growth as wages," whereas the unskilled white- The greatest difference was that the
their first three choices. This could collar worker showed a greater interest in lower organization level employees rated
indicate that these new workers have not "interesting work," "good working "good wages" first and "job security"
yet fulfilled their basic needs according to conditions," and "appreciation of work second, whereas both the middle and
Maslow. When the under 30 group is done." The unskilled blue-collar worker higher levels rated "interesting work" first
compared with the other groups, it is in- was slightly more interested in "job and "full appreciation of work done"
teresting to note that the 31-40 group still security" than the unskilled white-collar second. Here is more evidence that basic
62 place job security high on their hierarchy worker, whereas the unskilled white collar needs must be satisfied before the higher
of values but that this basic need becomes worker placed more value on "promotion needs are expressed.
less important as one moves up through and growth in the organization."
the age groups. Thus, industry seems to Fewer differences emerge when MANIPULATING THE REWARD
do well in taking care of the basic needs comparing the skilled blue-collar with the SYSTEM

A
of employees, at least for those who stay skilled white-collar worker. The most
past their fortieth birthday. If Maslow is significant difference is that skilled blue- ccording to all three surveys,
to be believed, older workers should then collar workers do not seem to place as supervisors feel that money is the
place more emphasis on their social and much value on "full appreciation of work major motivator of their
ego needs, their lower order needs being done." It may be that skilled blue-collar employees. But only three of the em-
fulfilled. This would explain why workers workers are intrinsically content with their ployee subgroups rated money as the most
over 50 place "sympathetic help with work because, in the majority of cases, important reward. These subgroups were:
personal problems," "good working their tasks are well defined and self-con-
• The under 30 group, representing 20
conditions," and "personal loyalty to em- tained. The tasks of white collar workers,
percent of the total survey;
ployees" moderately high on then lists of on the other hand, tend to be more open-
• The under $12,000 income level,
preferences—certainly higher than do ended, and the worker is more dependent
representing 13.5 percent of the total; and
younger employees. on supervisory feedback for the definition
• The lower organization level em-
and assessment of the job.
ployee, representing 42 percent of the
Income "Job security" was of significant
total survey.
importance for the blue-collar skilled
The low-income group (under $12,000) worker, who ranked it third, whereas Why do managers choose to ignore the
showed a response pattern that was quite "promotion and growth in the orga- reward responses made by most of the
different from the total employee nization" was ranked third by the white- workers under their supervision?
responses but similar to supervisory collar skilled. Managers seem to operate under a self-
expectations. The responses were also The most significant difference be- reference system; they rank rewards as
statistically different from the other tween blue-collar unskilled and bluecollar they would want them for themselves and
income groups. skilled is the value they place on "full assume that their employees would
Like younger employees, the low- appreciation of work done." The skilled subscribe to the same rewards.
income group placed "good wages," "job worker rated this factor sixth out of ten, If this is true—and the survey results
security," and "promotion and growth in whereas the unskilled worker placed it confirm that it is true—then how can
the organization" in the primary positions. first in importance. management be encouraged to
The next two income levels (through White-collar unskilled and whitecollar
$25,000) resembled one another strongly. skilled workers rated "good working
They differed from the low-income group conditions" significantly differently. The
in that they placed "good wages," "job unskilled worker placed working
security," and "promotion and growth in conditions second in importance, whereas
the organization" in the middle position in the skilled worker placed it seventh. Here
their list of preferences. again, Maslow may come into play: The
Interestingly, the over $25,000 group unskilled worker is more likely than his
put "job security" third in importance. skilled counterpart to find himself in an
Perhaps increased affluence increases also unsatisfactory physical environment
the desire to retain it. (unfulfilled need).
Business Horizons / September-October 1987

"Managers seem to operate under

a self-reference system; they rank
rewards as they would want them for themselves
and assume that their employees would
subscribe to the same rewards."

63

base employee policies on more Age Group groups are primarily concerned
objective interpretations of with "interesting work" and "full
employee motivations? Flexible pay incentives might be appreciation 'of work done."
One way to encourage more used effectively with the under A job enrichment/job
objectivity in structuring reward 30 workers who are concerned enlargement program would
systems is to do attitude surveys about their basic needs. Older probably work for all income
such as this one. This survey groups can be expected to groups except the lowest one,
revealed that supervisors do not respond more positively to job while an incentive pay program
know what their employees enrichment and job enlargement (for
want. It also revealed differences programs.
among employee subgroups that _ The 41-50 group gave first example, piece-rate or the
management should take into place to "the feeling of being in Scanlon plan) might motivate
consideration when structuring on things." Systems of top down lower-income employees.
reward systems. vertical communication within •
Managers need to be aware the organization would appear
that reward practices should be to be particularly effective with Job Types
designed to fit the needs of this group. Supervisors dealing
particular persons working under with the 41-50 age group might The most striking difference
particular conditions. Using the well make an effort to include between the unskilled blue-
present survey as an example, this group in discussions of collar worker and the unskilled
how can reward systems be policy, even if their ideas are white-collar worker is the
manipulated for the various not always implemented. emphasis placed on "good work-
groupings? The over 50 group places ing conditions." The unskilled
moderate importance on "good whitecollar workers, who put
Male/Female working conditions," "personal this second on their list of
loyalty to employees," and preferences, were the only group
According to this survey, men "sympathetic help with personal to give this factor so high a
are more inclined to prefer problems." A manager who is rating. Supervisors of this group
interesting work, whereas aware of these needs can help should be able to address the
women need more appreciation these employees be more physical working conditions by
of work well done. Efforts productive. a simple environmental analysis
should be made to design and reap some motivational
interesting jobs—both groups Income return.
marked "interesting work" as The difference between blue-
one of the three primary Lower-income employees, who collar skilled and white-collar
rewards. But managers who take are primarily concerned with skilled workers is significant in
into account the fact that women "good wages," would respond the positioning of "full
workers have more need of well to pay incentive programs. appreciation of work done."
appreciation will engage in They are moderately concerned Skilled blue-collar workers
verbal communication intended with "full appreciation of work evidently have a high self-
to foster such a feeling. done," "interesting work," and awareness of how well they do
"the feeling of being in on theừ jobs, whereas whitecollar
things." All of the other income workers need outside confir-
 What Motivates Employees? Workers and Supervisors Give Different Answers

mation of job worth. respond well to the same stimuli workers with the feedback they
Because of their need to be in as their blue-collar counterparts need to define their jobs’ and
on things, blue-collar skilled but for a different reason. better opportunities to receive
workers should be included in Greater participation in the exposure needed for
more decisionmaking activities. decisionmaking activities advancement.
Skilled white-collar workers provides these white-collar
 Business Horizons / September-October 1987

"It is much easier to pay more,

to make work cleaner and safer, even
to ensure reasonable job security than it
is to make some kinds of work interesting. Perhaps in
the future job enlargement and enrichment
need to be tried on a far larger scale
than has been done in the past."
64
Organization Level . For thirty years a large utility satisfaction are in general agreement
company asked job applicants to that most workers are satisfied with
Employees at the lower organiza- rank-or- ■ der 10 job their jobs. Workers between 20-29,
tional level would respond to pay characteristics in terms of their however, are the least satisfied. A
incentives and greater job security. importance to the applicants. A study
In the middle and higher levels study that drew on this experience
employees respond to job came up with results similar to 6. c. E. Jurgensen, "Job Preferences: What
enrichment and job enlargement those shown in Table 2.6 Over this Makes a Job Good or Bad?" journal of
programs. thirty- year period, job security Applied Psychology, 63 June 1978: 267-76.
In the middle organization declined in importance and "type of this particular group found that 24
level, respondents assigned job of work" increased in importance. percent—almost one in four—held
security the number four position, Furthermore, when the negative attitudes toward their work.7
the same position as the total respondents were grouped Job satisfaction is a difficult thing
respondent ranking. Management according to educational to measure. It is tied to the expecta-
should consider seriously the attainment, people with higher tions of the workers who answer the
insecurity experienced by workers education attached more question, and it is difficult to evaluate
in the industrial sector. importance to type of work, while against a fixed scale of intensity. At
Evidently job security matters those with only high school what point, for example, do an indi-
to people who don't have it, as evi- diplomas attached more im- vidual's cumulative negative feelings
denced by the under 30 group portance to job security. add up to an overall assessment that he
giving it second position, the 31-40 Because each year the or she is dissatisfied with a given job?
group (a group that may find it American labor force contains a Only the individual can make such a
more‘difficult to change jobs) higher percentage of persons with judgment.
ranking it first, and the over 50 postsecondary education, the However, this does not mean that
group (the group with the most importance of interesting work we cannot generalize from these sur-
security) ranking it seventh. The will increase. veys. For example, it appears that, in
higher organization level group, Making work interesting is not most cases, the basic needs of the
probably- those with the most an easy task, however. It is much worker are met by industrial organi-
security, placed job security in the easier to pay more, to make work zations. That is, wages are not a burn-
number six position. Again, the cleaner and safer, even to ensure ing issue except with those under age
evidence supports Maslow's reasonable job security than it is 30 earning less than $12,000 a year,
contention that fulfilled needs no to make some kinds of work and at the lowest organizational level.
longer motivate. interesting. Perhaps in the future What most employees consider im-
job enlargement and enrichment portant is "interesting work," "ap-
THE IMPORTANCE OF need to be tried on a far larger preciation of work," and the "feeling
ATTITUDE SURVEYS scale than has been done in the of being in on things." Supervisors

W
past. Surely the work of Frederick should be aware of the importance of
ith the exception of two Herzberg would support such a these particular values and encourage
groups—the group notion. Organizations with upper level management to restructure
under 30 and the group considerable numbers of younger, jobs and construct better com-
making less than $12,000 a year— lower-paid workers may well take munications within the organization.
all of the respondents ranked a long look at these behavioral They should be aware that the em-
"interesting work" in one of the concepts. ployees want to be appreciated and
three top positions. Many studies in the field of job should make an effort to give credit
 What Motivates Employees? Workers and Supervisors Give Different Answers

where credit is due. Whenever pos- flourishing. Most supervisors in 10. See Raj Aggarwal, "The Strategic
Challenge of the Evolving Global Economy,"
sible, they should include all levels the industrial sector still believe it. Business Horizons 30 (July-August 1987):
of employees in some forms of Maslow contended that under 38-44. well be one of the major causes
decision current business conditions most of this productivity slowdown.
American employees have lower- What is needed is a management
level or deficit needs substantially style that is flexible, that takes into
7. H. L. Sheppard and N. Q. Herrick, satisfied. Therefore, such account the types of employees being
Where Have All the Robots Gone? management strategies as supervised, recognizing their differing
(New York: Free Press: 1972). increasing employee incomes or
abilities and diverse motivational
making so that employees have a strengthening job security will not
feeling of belonging and needs. What is being advocated is a
accomplish as much as often ex- Theory Y style of management that
participating.
pected. takes everyone's needs into account as
Surveys of attitudes enable
The results of these surveys much as is consistènt with the re-
supervisors to spot potential
bear out Maslow's contention, but quirements of the production schedule.
dissatisfaction factors that could
they point out that there exists a A decline in productivity is a cost
arise because of changes in the
class of employees whose basic that many companies cannot afford
makeup of the work force and in
needs still are not satisfied. The and that the U.S., with its high stand-
the background of the employees.
surveys show the degree to which 65 ard of living, cannot tolerate.
And frequent surveys help to
various respondents' job Increasing foreign competition already
impress on managers their re-
circumstances provide sufficient has caused many of our corporations
sponsibility to take into account
rewards in each job area. If serious problems and failures.
the needs of employees.
today's industrial organizations Proper motivation of employees is
In order to know what are the
were to administer a similar directly associated with productivity (a
specific needs of employees,
survey, it would be a giant first direct cost) and with maintenance
attitude surveys are necessary.
step toward improving employee factors (an indirect cost). Workers who
Because of today's rapidly
motivation in the United States. are content with their jobs, who feel
changing society, these surveys
need to be taken often. Self-ref- MOTIVATION challenged, who have the opportunity
AND to fulfill their goals will exhibit less
erence, a major problem in PRODUCTIVITY
employee motivation for at least destructive behavior on the job. They

I
forty years, will not and cannot be will be absent less frequently, they
n his book Reality-Centered
eliminated or even minimized any will be less inclined to change jobs,
People Management, Erwin s.
other way. and, most importantly, they will
Stanton states, "The most
produce at a higher level.
worrisome problem facing

M
The High-Wage Myth American business today is that of anagement must understand
low employee work pro- what motivates employees
The results of attitude surveys
ductivity."9 within the context of the
should be disseminated to the
Historically, America's roles they perform. Such an
supervisors directly in charge of
industrial gains have been the understanding is absolutely crucial to
the employees, not held in the
highest in the world, but lately our improved productivity and, ultimately,
hands of upper-level management.
productivity growth has declined, to the health of our industry and our
These results may help to dispel
particularly when compared with nation as a whole. Surveys are not a
the notion held by supervisors that
some of our industrial cure-all. But if companies periodically
their employees are motivated by
competitors. In 1986 the U.S., administer them and take to heart their
high wages above everything else,
along with Great Britain, had the results, incorporating them whenever
even though this false notion has
lowest rate of productivity gains possible in manipulating the reward
been disproven by practically
in the past 10 years, a cumulative system, employees, supervisors, the
every study over 40 years. In 1963,
27 percent. In the same period, company, and the country stand to
Saul w. Gell- erman stated:
Japan gained 107 percent and gain a great deal. □
Myths die hard. It is quite clear West Germany 70 percent. The
10

that money's reputation as the decline in employee motivation

ultimate motivation is going to and in commitment to high-
be a long time a-dying.8 quality work performance may

As the present survey shows,

this myth is still alive and 9. (New York: AMACOM, 1982) p.
V.
8 s. w. Gellerman, Motivation and
Produc 9tivity (New York: AMA, 1963): p. 64.