The legal profession will be spending a good deal of time this year sorting out, and digging out from the effects of the latest dramatic, associate salary increases. This is particularly true of large firms that have a ripple effect on other firms and organizations.
That move, I believe, is a big mistake. Such a response is a knee-jerk reaction that causes dissension among partners. It has generally raised the bar on salaries without a solution to retention problems. Firms need to understand more about what motivates their people, thus, taking the focus off money as the universal solution.
A new understanding of motivation gives us insight into what motivates professionals. It seems to also correlate with what we've observed about Generation X in the workplace and expectations for the generation about to enter the workplace. (These newcomers have been dubbed “Y” or “Millennials” or “Next.”)
From the 1950's through the 1970's approaches based on "need motivation" gained wide acceptance through the theories of Abraham Maslow, Frederick Herzberg and David McClelland. They focused on extrinsic motivation such as achievement, power and affiliation. Today the focus has switched to intrinsic motivation – the deeper emotional and mental phenomena that drive outstanding achievements in both personal and work lives. Self-motivation is now thought to be more powerful, based on self-esteem and a skills and mastery orientation. For example, in a new book, “Intrinsic Motivation at Work: Building Energy & Commitment” 1, author Kenneth Thomas describes four intangible rewards that make people passionate about their work: sense of meaningfulness; ability to choose how you perform your job; a feeling of competence arising from work done well; and a sense of progress.
The development of “self” has long been recognized as a goal of human motivation. However, only recently has research, focused on the fact that people are protective of their “way of being.” Examples include research by Albert Bandura, Carol S., Dweck, and Yaacov Trope and their concept of self-systems. Self-perception is now seen as a powerful factor in enhancing or limiting people's motivation.
Intrinsic motivation arises from a strong emotional interest in an activity and a sense of freedom and autonomy related to it. Many studies have shown that extrinsic approaches work in opposition to intrinsic motivation by shifting the reasons for people's involvement to the outside. A new concept of motivation, drawn from case studies and interviews, is based on three elements: 1) job control; 2) learning; and 3) teamwork.
Milahy Csikszentmihalyi, a University of Chicago psychologist, became interested in a particular kind of experience in which people's performance seemed to be effortless. He called it “flow.” People experience flow when their involvement with a task is fun, when they enjoy a particular challenge, and when they feel a sense of control in being able to cope with that challenge. According to Csikszentmihalyi, learning new skills bolsters self-confidence and leads to personal growth. “Flow” experiences induce people to re-engage in certain activities with even more energy. The result is a highly productive environment.
TRANSLATING MOTIVATION INTO PRODUCTIVITY
Being in control of and totally identified with an activity is intrinsically motivating. Having the right skills to meet an important challenge, being able to grow and to master new skills, and following one's goal of self-enhancement are all important drivers and sources of motivation. To generate real, unusual, and lasting productivity, the interest, dedication, and effort applied to our jobs has to come from inside ourselves.
Three central elements of self-motivation in the workplace are:
MANAGING THE NEXT GENERATION
The new philosophy of self-motivation and management should lead to opening communications and providing firm-wide information on financial and other topics. Decisions should be made in the open, away from the secretive or seemingly ad hoc practices of many firms. This will help to establish a climate of trust and loyalty. Most of all, we should allow people to be “human.” This can be accomplished by showing empathy and understanding of individual work and life objectives and a desire for more authenticity and sense of community in the workplace. Employees want to feel respect for their contributions, their ideas, and themselves as individuals and their lives outside the office. Generation X and Y are vocal in demanding this respect as well as voting with their feet. Management should listen … really listen.
The importance of money is not to be denied. Beyond what it can buy, it is also an indication of respect for the value of one's contributions. However it is insufficient motivation and overrated as a retention tool. The three main reasons for job change identified in a study of two million employees conducted by The Gallop Organization were: a poor sense of work expectations; inadequate utilization or misuse of talents (by either the individual or the managers); and a strong sense that managers don't care about those they supervise as people. Compensation was not anywhere near the top of the list.
When asked what, given a reasonable amount of financial compensation, they want to receive for performing their work, a group of Law Practice Management, American Bar Association members responded accordingly:
Most of these rewards are intangibles that touch the heart – and most professionals need to find heart among their colleagues and in their work environment.
Part II will present ideas for translating what we know about intrinsic motivation to specific strategies and tactics firm and practice managers can use to increase commitment from the younger generations in their firms. To view Managing for Retention and Productivity – Part II click here.
Endotes
1 Kenneth Thomas, “Intrinsic Motivation at Work: Building Energy & Commitment,” Berrett-Koehler (2000).
2 Adolf Haasen and Shea Gordon. “A Better Place to Work,” American Management Association (1997).
© Phyllis Weiss Haserot, 2000
This article appears on Pro2Net.com/legal and was posted there September 20, 2000.