time came to make decisions he made an authoritative decision, often against the suggestions of the members of the team, and took all credit for himself. The esteem of the team members dropped, they felt their opinions did not matter, they lost interest, their mood became gloomy and they either withdrew from the team or worked against the leader to sabotage the project. What had been their biggest motivator, the esteem of their group, was damaged, and the whole effectiveness of the project was damaged as a result.

Closely related to esteem is the need for achievement (McClelland). Teams and individuals need to feel

The three most important motivators identified in the works of Maslow, McClelland and Herzberg are: basic hygiene factors (Herzberg); esteem (Maslow); and the need for achievement (McClelland).

The basic hygiene factors form an important base to build upon. Today these basic needs are met through the package that a company offers their employees, including; the base pay, insurance, health coverage, vacation days, pensions, etc… These have strong influence over employees in their decision on taking a job or leaving a company for one with a better package. This influence may be underestimated, especially with employees who may be on the lower end of the pay scale or in entry level or hourly paid positions. Health insurance is perhaps the best example of an unfulfilled 'hygiene" need in today's work place. A worker without health insurance may feel a strong motivation to search for employment that will provide health coverage in order to feel the security in knowing that they and their families are covered. I am an entrepreneur. I have been told by dozens of individuals that they envy me for having the motivation to start up my own company, but that they could never make the move themselves because they fear not being able to pay for their health coverage on their own. This is an example of how these basic factors provide a foundation upon which other motivational factors are built. Without these basic needs being met, workers are motivated to search for opportunities elsewhere, or when taken away, they can negatively affect motivation.

Esteem (Maslow) is the second important motivator in the workplace. I conduct leadership workshops for organizations in which I often ask the participants to list in order of importance what are the attributes of a great leader. Participants always list listening skills, allowing participation and working collaboratively on the very top of the list. As the Hawthorne experiments demonstrated, when the company listened, asked opinions and acted on employee suggestions, the workers felt that it "was the best thing the company had ever done". Listening, including employees in discussions and working collaboratively helps employees feel they are a valued part of the team. This builds their sense of self esteem and develops a healthy sense of affiliation (McClelland). I once worked with an individual who went through the motions of organizing teams, asking for input, and collaboratively working to a common solution. But when time came to make decisions he made an authoritative decision, often against the suggestions of the members of the team, and took all credit for himself. The esteem of the team members dropped, they felt their opinions did not matter, they lost interest, their mood became gloomy and they either withdrew from the team or worked against the leader to sabotage the project. What had been their biggest motivator, the esteem of their group, was damaged, and the whole effectiveness of the project was damaged as a result.

Closely related to esteem is the need for achievement (McClelland). Teams and individuals need to feel

yees who may be on the lower end of the pay scale or in entry level or hourly paid positions. Health insurance is perhaps the best example of an unfulfilled 'hygiene" need in today's work place. A worker without health insurance may feel a strong motivation to search for employment that will provide health coverage in order to feel the security in knowing that they and their families are covered. I am an entrepreneur. I have been told by dozens of individuals that they envy me for having the motivation to start up my own company, but that they could never make the move themselves because they fear not being able to pay for their health coverage on their own. This is an example of how these basic factors provide a foundation upon which other motivational factors are built. Without these basic needs being met, workers are motivated to search for opportunities elsewhere, or when taken away, they can negatively affect motivation.

Esteem (Maslow) is the second important motivator in the workplace. I conduct leadership workshops for organizations in which I often ask the participants to list in order of importance what are the attributes of a great leader. Participants always list listening skills, allowing participation and working collaboratively on the very top of the list. As the Hawthorne experiments demonstrated, when the company listened, asked opinions and acted on employee suggestions, the workers felt that it "was the best thing the company had ever done". Listening, including employees in discussions and working collaboratively helps employees feel they are a valued part of the team. This builds their sense of self esteem and develops a healthy sense of affiliation (McClelland). I once worked with an individual who went through the motions of organizing teams, asking for input, and collaboratively working to a common solution. But when time came to make decisions he made an authoritative decision, often against the suggestions of the members of the team, and took all credit for himself. The esteem of the team members dropped, they felt their opinions did not matter, they lost interest, their mood became gloomy and they either withdrew from the team or worked against the leader to sabotage the project. What had been their biggest motivator, the esteem of their group, was damaged, and the whole effectiveness of the project was damaged as a result.

Closely related to esteem is the need for achievement (McClelland). Teams and individuals need to feel

for their health coverage on their own. This is an example of how these basic factors provide a foundation upon which other motivational factors are built. Without these basic needs being met, workers are motivated to search for opportunities elsewhere, or when taken away, they can negatively affect motivation.

Esteem (Maslow) is the second important motivator in the workplace. I conduct leadership workshops for organizations in which I often ask the participants to list in order of importance what are the attributes of a great leader. Participants always list listening skills, allowing participation and working collaboratively on the very top of the list. As the Hawthorne experiments demonstrated, when the company listened, asked opinions and acted on employee suggestions, the workers felt that it "was the best thing the company had ever done". Listening, including employees in discussions and working collaboratively helps employees feel they are a valued part of the team. This builds their sense of self esteem and develops a healthy sense of affiliation (McClelland). I once worked with an individual who went through the motions of organizing teams, asking for input, and collaboratively working to a common solution. But when time came to make decisions he made an authoritative decision, often against the suggestions of the members of the team, and took all credit for himself. The esteem of the team members dropped, they felt their opinions did not matter, they lost interest, their mood became gloomy and they either withdrew from the team or worked against the leader to sabotage the project. What had been their biggest motivator, the esteem of their group, was damaged, and the whole effectiveness of the project was damaged as a result.

Closely related to esteem is the need for achievement (McClelland). Teams and individuals need to feel

collaboratively on the very top of the list. As the Hawthorne experiments demonstrated, when the company listened, asked opinions and acted on employee suggestions, the workers felt that it "was the best thing the company had ever done". Listening, including employees in discussions and working collaboratively helps employees feel they are a valued part of the team. This builds their sense of self esteem and develops a healthy sense of affiliation (McClelland). I once worked with an individual who went through the motions of organizing teams, asking for input, and collaboratively working to a common solution. But when time came to make decisions he made an authoritative decision, often against the suggestions of the members of the team, and took all credit for himself. The esteem of the team members dropped, they felt their opinions did not matter, they lost interest, their mood became gloomy and they either withdrew from the team or worked against the leader to sabotage the project. What had been their biggest motivator, the esteem of their group, was damaged, and the whole effectiveness of the project was damaged as a result.

Closely related to esteem is the need for achievement (McClelland). Teams and individuals need to feel

time came to make decisions he made an authoritative decision, often against the suggestions of the members of the team, and took all credit for himself. The esteem of the team members dropped, they felt their opinions did not matter, they lost interest, their mood became gloomy and they either withdrew from the team or worked against the leader to sabotage the project. What had been their biggest motivator, the esteem of their group, was damaged, and the whole effectiveness of the project was damaged as a result.

Closely related to esteem is the need for achievement (McClelland). Teams and individuals need to feel the sense of achievement, success, growth, challenge, etc… Most all are individuals are motivated by achievement to some extent or another. John Kotter in his book "Leading Change" points out that great leaders "generate short-term wins". Each individual and each team needs to celebrate the incremental improvements made in individual and group performance. Without recognition of achievements, the drive for continuous growth and improvement is reduced and performance suffers.

Each of these three motivators are interdependent. Without enough pay, enough benefits, etc., employees will be motivated to look for the basic needs elsewhere. Without feeling they are valued by their manager and company they will not function as a high performing group. Without outward recognition, rewards, challenges, individuals and teams will not feel they have achieved anything and productivity will suffer.