Editorial
| Pages | 85-85 |
| Published date | 10 June 2019 |
| DOI | https://doi.org/10.1108/SHR-06-2019-161 |
| Date | 10 June 2019 |
| Author | Javier Bajer |
| Subject Matter | Hr & organizational behaviour,Employee behaviour |
Editorial
Javier Bajer
Honestly, what motivates people to work?
It is quite likely that you and I were brainwashedwhen in 1943 Maslow “revealed” the secrets
of human motivation.
Of course, we all agreethat our physiological needs must come first (we can’t getmuch done
if we are starving or tired). But building an entire hierarchy under the pinnacle of self-
actualisationhas not really worked.
Today, not many peoplewake up in the morning with a smile in their face as they rushto work.
Instead, most fight a work-life balance,thinking of the time till the next vacation (from the Latin
vacare, “be unoccupied”).
I still remember the unquestionableWIIFM (What’s In It for Me) mantra. The idea behind it was
that people are only motivatedby what they get. Give them what they want and they’ll dowhat
you want.
As a consequence, we needed to build a world with complex perks and reward systems so
that we could exchange these for commitment, effort and years of service. We ended up
rewarding obedience, resilience and loyalty, using a plethora of snake oil type of “solutions”
that promised to “engage”people once and for all.
Honestly, this wasn’t a problemthen. But the problem now is that our needs have dramatically
changed. If we are looking for agility, drive, empowerment, courage,teamwork or customer-
centricity, we won’tfind them under the WIIFM carpet.
Thank God for the arrival of neurosciences,which reveals what truly motivates us at work. We
now know that we work better (and more efficiently, collaboratively and creatively) when we
put our time and talentsto good use, knowing we can add value to others (aka customers).
In essence, Maslow’s hierarchyof needs tells only half of the story. Once we are able to stand
on our own feet, sustainable motivation will only come from the value we try to create for
others. It is only then when we are able to focus on what matters, reducing unproductive
efforts and feeling, to Maslow’sdisappointment, that we are better when we look outside.
The irony, we also end up doing better this way.
Warm regards,
Dr Javier Bajer
Editor-in-Chief
Strategic HR Review
DOI 10.1108/SHR-06-2019-161 VOL. 18 NO. 3 2019, p. 85, ©Emerald Publishing Limited, ISSN 1475-4398 jSTRATEGIC HR REVIEW jPAGE 1
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