The difference between a motivated workforce or team and an unmotivated one usually stands out quite obviously. Motivated people possess an energy, an enthusiasm and a sense of purpose.
This can contrast strongly with the passiveness and at times listless and unfocused behaviour of unmotivated people, many of whom sometimes seem to be only going through the motions of what they are doing. Motivated people create material benefits for the company that can contribute substantially to the success of the operation or company. Why then is motivation such an issue among individuals, departments and organisations?
While there are a few individuals who motivate themselves, most motivation takes place when people see a clear purpose in what they do, when they are empowered to do what they thrive on, when there is a climate of support in the workplace, and when they are treated by management in a positive manner. The best motivation always occurs when people feel motivated as individuals as well as part of a team. Although not everybody is motivated by exactly the same things, there are general things that seem to apply to all of us. These relate to our job, the people we work with (both within and outside the company), and how managers treat us.
Motivation theories by researchers such as Maslow and Herzberg emphasise the distinction between basic needs that we require for life and the fulfilment of more personal functions like accomplishing things that are important to us. In the case of organisations, however, the basic conditions are generally satisfied by virtue of the fact that we are members of that organisation. We get paid and this lets us get access to food and housing. As a member of the organisation and with our labour legislation, we generally have some form of safety and security even though this may be temporary. Pay at lower job levels is often a bigger motivation issue because of the relative resources it can provide.
However, in research and salary surveys, pay consistently fails to be the top factor motivating people. While the incentive to move to another job may be based on pay, the presence or lack of other motivating conditions in the existing or future job may be the key aspect in whether this kind of move is even considered. The potential for challenge and further development is an important part of long term involvement for most people. Where such opportunities are lacking, you may find that people are motivated only up to a particular level and once they reach this, they tend to look beyond their immediate context to other opportunities that provide their rewards.
If we have a look at what gets people involved and inspired, the first requirement is that they can identify with their jobs and the outcomes they produce. If someone dislikes what they do, and they have to do this on a daily basis, the level of their effort is likely to be low and a loss of motivation is also likely to result. Where a person is working in a position like a CCTV control room where the possibility of the successful detection of incidents may occur infrequently and at intermittent intervals, being recognised for the contribution they are making (to such things as prevention) is important to emphasise.
Feedback is another method of acknowledging somebody's performance. By noting and responding to somebody's efforts you are recognising the worth of their inputs. The sense of recognition we get from feeling that we are a member of a cohesive group with common concerns and goals can enhance or even offset an individual's feelings about work. If a good team spirit is built up, the success of one team member can be seen to be a reflection of the whole team's performance and is a beneficial experience for everyone. That is why things like control rooms need to build the opportunity to share in team achievements.
Team building is therefore an important factor to consider, not just at Christmas time, but as part of the day to day dealings and the occasional time out as a group of people working together.
The more a team experiences success, the more it develops a cohesive group culture and the more people want to identify with and do the best with the group. On the other hand, where personal agendas, animosity and scapegoating exists, the more demotivated people will feel about not only the group working environment, but their individual functions.
Performance management strategies can lead to enhanced motivation as part of a recognition process on one hand, and a stimulus to perform harder on the other. Ideally these performance management systems need to build in some kind of development in response to shortfalls. Linking pay to performance is also seen as a way to enhance performance, but this should be linked to a recognition of the effort people have put in and a reward for measurable achievements. Bonuses for performance can also stimulate greater effort, with both individual and group bonus schemes proving useful in different environments. When performance is compared to peers, it can stimulate people and bring out a competitive edge, but the impact on the overall team cohesiveness needs to be thought of.
The following points are motivators that CCTV operators have listed. They are grouped together in similar categories, but there is no inference of what aspects motivate more than others.
* Getting results - picking up incidents; praise/recognition; challenge; feedback; encouragement; communication; happy work environment; and good public relations.
* Effective equipment/system working perfectly; and optimal length of time on shift.
* Delegated responsibility; the layout of the work console; ergonomics; and work environment.
* Skilled supervisors who understand the system, knowledge, and understanding at all levels; operator training; on job training; refresher courses; and pay.
Much of the responsibility for the motivation of personnel lies with management. Getting the right people, ensuring they relate to and identify with their work, ensuring they have the skills, and providing the right kind of encouragement, recognition and team environment are all important aspects for a successful operation.
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