Motivation is key to production, quality and safety. A job "well done" supposes a person who has a positive predisposition (attitude) and a clear orientation to meet the demands of the business in the aforementioned terms.
On the other hand, negative predispositions have equally negative consequences: low production, greater number of errors and greater probability of suffering an accident.
It seems obvious that the key lies in "changing" the focus of the worker's predisposition, especially today, when we are putting emphasis on concrete and systematic actions to address prevention from behavior.
An appropriate (or adequate) "motivation" should then be understood as a " predisposition to achieve a result, in this case labor, adjusted to standards, due to the consequences and benefits of doing it that way and not another " something like the impulse staff that moves us to comply "as appropriate."
Motivation and attitude go hand in hand. They are concepts that turn out to be linked in the analysis of human behavior in organizations, and for this reason we should work on the development of a safe or preventive culture, under attitudinal change and the achievement of "appropriate" motivations.
The above indicates then that an intervention in the motivation of workers would allow a change of permanent impact, being linked to the attitudes of each one of us. Thus, we would be able to establish an expected behavior to the extent that workers find meaning in work and feel that they belong to an organization that listens to them and rewards their efforts.
Intervening in motivation does not consist solely of handing out bonuses, sharing camaraderie lunches or dinners, giving awards or the like. Will a social recognition be enough when we have low market salaries? Does a diploma or galvano make sense when the relationship with the leadership is not good? Will a camaraderie dinner be enough when working conditions are not right? Is a manager's handshake valid when we have internal inequality in salaries?…
Clearly, these questions suggest that it is not enough to have "motivating" stimuli of a level, so to speak "superior", when we have shortcomings in "basic" aspects of working together.
For this mentioned reason, and assuming that there are levels at which we can classify “motivating” stimuli, it is that a proposal of how to intervene in the motivation of workers considers three instances of diagnosis and action that are summarized in the NAD model (Goldman, K. 2011), acronym for “Level”, “Support” and “Develop”.
Step One: Level
In this first instance, it is necessary to address elements of the worker's immediate environment in order to bring them to a "minimum" standard that allows him to perform his functions in a "normal" way. This involves an analysis of the work environment and a modification of physical aspects (of the work environment, tools, equipment, schedules, shifts, etc.), contractual and human relations. In addition, we must ensure or tend towards internal equity in compensation, clarity of roles, transparency in the evaluation and qualification of performance, re-establishment of trust that is often lost, among others. The regulations related to this matter must be taken into account. With this first step, we may not fully motivate people, but we will prevent them from being demotivated by conditions.
Step Two: Support
Once the company or organization has “leveled” the working conditions, the intervention plan in motivation must specify what the needs of its workers are according to certain personal characteristics or those of their family nucleus, consumption habits, indebtedness, others, to provide the necessary support to reduce worry or inappropriate focus of their care. The support can range from family baskets, specific training, soft loans, scholarships for the worker or their children, to others. In this second step, motivation allows to maintain the benefits achieved.
Step Three: Develop
Once the company has made efforts to level and support, it is time to allow workers to develop in or through the organization. Professional development can take place through training or specific training, career development, interdisciplinary projects, competitive funds, internships within or outside the company, among others. Personal development can be included from the incorporation of artistic workshops, formation of informal groups (sports clubs, study groups, festivities committee) among others. In this step, motivation appears as an attitude of gratitude and a positive predisposition to work in return.
The NAD model requires a series of previous actions aimed at researching and specifying the minimum conditions (Leveling), the needs of the workers (Supporting) and knowing their wishes (Developing). It also requires systemic and conscientious work at all levels of the organization, especially from direct managers due to the motivating stimuli derived from the interpersonal relationship.
