Motivational strategies and practices can be instrumental and vital to an organizations performance, efficiency, and effectiveness.

1. Michael Pinckney
Human Resource Management

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I. Introduction
Motivational strategies and practices can be instrumental and vital to an organizations
performance, efficiency, and effectiveness. Therefore public administration is challenged to hire
public managers that will positively affect and increase the effectiveness of an organization. As a
result, the managers effectiveness is influenced will undoubtedly be influenced through the use
of motivational strategies. The topic that emerges and that is the focus of this paper is what can
managers do to motivate employees, and which practices are most successful for increasing
employee motivation.
A. Human Resource Issue Significance
Public managers face many constraints that can ultimately hinder the success of any
government program. These constraints include budgeting, employee and union demands,
professional associations, maintaining or increasing productivity, and morale. Beyond these
constraints, the manager is expected to play a critical and vital role, one that will undoubtedly
affect the public agency in achieving its goal. Managers must encourage motivation at high
levels through the use of different motivation strategies.
Any organization, whether public or private must have responsible and diligent leaders as
managers to strategically advance the organizations goal and mission. For the public
organization, the public manager is essential. Public managers face many constraints that can
ultimately hinder the success of any government program. Beyond these constraints, the manager
is expected to play a critical and vital role, one that will undoubtedly affect the public agency in
achieving its goal. Managers must encourage motivation in high levels through the use of
different motivation strategies.

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It is not only essential that the manager perform managerial tasks in compliance with
public statutes and mandates as required; but, they must also develop and possess a management
style, that benefits the organization itself and all of its constituents. It becomes evident that a
public manager has a difficult task of being an efficient leader, because his or her success not
only lies in their leadership skills, but in their ability to lead others and have the organization
succeed as a result of their management style.
Despite the various and competing theories, each manager must motivate the workers of
any organization in order for organizational effectiveness. An organization can only be effective
if the workers are effective, if led by an effective leader, who motivates them through effective
motivation strategies. Therefore, it is imperative that the public managers use various strategies
that fits their management style and benefits those whom are their subordinates if he or she is to
be successful. The leader’s success may be influenced on how effectively they motivate and
encourage workers. Motivation defined as an internal force that leads employees to comply with
organizational directives and carry out their responsibilities in an acceptable if not superior
motive (p. 35.)
Motivation begins with self and is therefore an individual characteristic, which is
connected to whatever task that is being performed, whether on the job or not. It is this
motivating factor, which can greatly impact the result or outcome desired. As a result, public
managers must use motivation strategies to encourage workers, which will in turn reflect greatly
upon their success or failure as well as the organization in terms of effectiveness.
Because no two people are the same no two people have the same motives for doing a
similar task. Managers must therefore rely upon different motivation strategies in pursuit of
organizational effectiveness. Tompkins (p. 36) identifies three behaviors as qualities that an

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organization seeks in individuals. They include long term commitments, performance of work to
meet or exceed standards, and personal qualities such as dedication cooperation, creativity, and
innovation. As a result of three behaviors sought by organizations for employees, the use of one
strategy will not suffice as it may only elicit one of these behaviors rather than all of them. A
wide array of strategies must be implemented to elicit all of these behaviors that will be
reflective of the organizations effectiveness as well as its public manager. The use of these
various strategies is dependent upon management styles and constraints.
Although management styles vary, in all cases, motivation is an important aspect of any
effective leader. There is no one person that can receive the credit for an organizations success
but there can be a single person to receive blame for its failure and this may be the public
manager. Let the public manager lead by example, and motivate to retain, in order for the
“collective” organization to be effective. As a result the public manager succeeds, the
organization succeeds, and the workers succeed.
B. Literature Review
Buelens and Broeck (2007) conducted an analysis of the differences in work motivation
between public and private sector organizations. In this study, they surveyed 3,314 private sector
and 409 public sector employees in Belgium. They found that public sector workers were more
strongly motivated by the desire to work in a supporting working environment than their private
sector counterparts. Further, they concluded that public sector employees make fundamental
choices and prefer to lead a more balanced life. They suggest, “Perhaps they invest more in their
private lives and simply do not want to join the “rat race” (of the private sector)” (Buelens and
Broeck, 2007, p. 69).

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Research also supports the claim that employees are more highly motivated when they
have a clear understanding of their work goals and feel they are attainable. Wright (2007)
conducted a study designed to analyze employee work motivation and performance in the public
sector. In this study, 807 public employees who self-identified as managers and professionals
with pay grades typically associated with that type of work were surveyed. He found that public
employees are more motivated to perform their work when they have clearly understood and
challenging tasks that they feel are important and achievable. Wright (2007) further concluded,
“...individuals are more committed to their performance objectives when they believe those
objectives are achievable and will result in important outcomes for themselves or, to the extent
they are committed to organizational goals, the organization in which they work” (p. 55). In
reviewing these findings, public sector administrators, including library managers, must act
carefully to ensure their employees feel they have tasks which are clearly understood,
challenging, and provide important outcomes for themselves and/or their organizations.
Motivation is one of the most researched topics in management literature. Libraries are
full of articles, books, and journals attesting to the most recent findings and strategies for
motivating the employee. Frederick Taylor proposed the scientific approach to management
where employees were measured infinitely on detailed tasks. The study of each individual task
and the perfection of these tasks were reported to lead to high efficiency, which was equated to
motivation. Abraham Maslow proposed the famous hierarchy of needs where one must
experience and fulfill the lower levels of basic needs and security before moving on to the levels
of belonging, self-esteem, and self-actualization. Some researchers even propose that this view is
elitist. Fortunately, most of the concepts and central themes are consistent and relatively simple

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(Skopec, 1990). Some approaches to employee motivation are very prescriptive and may not
address the psyche in which employees operate.
Some researchers (Ashkenas, 1999; Ritter & Taylor, 1997; and Varma, Beatty, Schneier,
& Ulrich, 1999) approach employee motivation as a purely economic model where supply and
demand, incentive pay plans, and career ladders are presented as a method of aligning employee
and employer goals. These methods fit the structural or political frames to drive only
performance. The drive for performance is often equated to motivation. Salary has been
identified as an environmental factor, which only lessens dissatisfaction, but is not a motivator
(Pinder, 1984).
Bolman and Deal (1997) suggest that when motivation and individual commitment are
the desired results, one may wish to consider the human resource or symbolic frame. The human
resource frame purports that there exists a strong linkage between the needs of the employee, the
alignment of individual and organization needs, interpersonal and group dynamics, and
management approaches.
C. What are the remaining questions?
What actually motivates employees, intrinsic or extrinsic rewards? This is vital because it
may determine how a public manager proceeds forward in his strategizing. What strategies
should managers use to motivate employees and which specific practices should they use to
achieve this goal.
D. Addressing the remaining questions.
1. Four Motivational Strategies Identified
a) Legal Compliance Strategy

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One strategy for motivation is legal compliance. This motivational strategy requires
obedience through formal authority and enforcement through use of sanctions. This strategy
relies on directing and controlling human behavior. Although this is good at a minimum for basic
rules of order and conduct, there are disadvantages as well. One of the most important
disadvantages of this strategy is that workers will do the bare minimum, which will not satisfy
one, or both of the behaviors sought by organizations, which is to meet and exceed standards,
and for employees to use their personal qualities such as innovation, which will be squandered as
a result. Fayol’s General Management theory and Luther Gulick’s Administrative Management
theory both rely on legal compliance through its scalar chain, whereby managers are delegated
authority to issue commands.
b) Instrumental Rewards Strategy
Another motivational strategy is the use of instrumental rewards. These rewards can be
categorized as rewards for performance, considerate leadership, and group acceptance. By
implementing this strategy tangible and intangible rewards are used to promote employees
meeting and exceeding performance. These rewards then become an instrumental part of the
reason for high levels of motivation. As noted (p. 38) performance rewards includes pay
increases and promotions, considerate leadership in the form of respect and support from
administration, and group acceptance in formal and informal work groups. Mary Follett’s Pre-
Human relations theory and Frederick Taylors Scientific Management theory in which he
prescribes using economic rewards are both examples of theorist who promote the use of this
strategy.
c) Job Identification Strategy

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Job identification is another motivational strategy that focuses on the intrinsic rewards
from having completed a task and having delight in having accomplished a task. This strategy is
aimed at encouraging workers to use their personal skills. In order to use this strategy managers
should design different jobs which highlights the vast differences among employees to foster a
high level of motivation for those whose personal skills that can utilized and valued. The
disadvantages that may result may be that workers are not motivated to stay long term, or to
promote its interest.
d) Goal Congruence
This final strategy of goal congruence relies on the organization and the workers sharing
the same values and goals. From this strategy, the strategy above can be a result, which is the
intrinsic reward because of work realization. Here workers may have selected the organization
on the assumption that the identity of values be similar and may fit their personal style. The
organization can also adopt methods or ways to foster an emotional attachment. The
disadvantage is that if the goals and values change, or are not adhered to, workers may leave.
2. Identified Factors Influencing Motivation
The following factors contribute greatly to influencing motivation: Human Needs;
Fit Between the Individual and the Organization; Interpersonal and Group Dynamics (teams
and group behavior); Management Approaches, and Leadership
II. Research Methods
A. How the information was collected and analyzed.
The information was collected from an array of literature and research and then analyzed
in terms of comparing the surrounding issues, which affect employee motivation such as Human
Needs, Fit Between the Individual and the Organization, Interpersonal and Group Dynamics

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(teams and group behavior), Management Approaches, and Leadership. Based on these needs the
study was furthered explored to examine practices that should be implemented that are aligned
with the strategies presented above keeping mind the factors affecting motivation as presented
above.
III. Report on Findings and Conclusions
A. Output and Findings
Each individual is unique and has different needs, expectations, values, history, attitudes
and goals. Hence, a manager cannot assume that what motivates him/her will also motivate the
employee. And what motivates one employee may not necessarily motivate another. Work
motivation describes “a person’s desire to work hard and work well – to the arousal, direction,
and persistence of effort in work settings” (Rainey, 1997, p. 201).
In attempting to understand motivational factors influencing public sector employees, one
must first review research regarding those who are currently working in the public arena.
Overall, research findings suggest that public service employees are more greatly influenced by
intrinsic rewards than extrinsic rewards such as salary. Wright (2007) explains, “... the
importance employees place on contributing to the public sector mission of their organizations
may provide intrinsic rewards that compensate for the low levels of extrinsic rewards commonly
associated with public sector work” ( p. 54). Further, Perry and Wise (1990) suggest that
individuals working in public service have a “predisposition to respond to motives grounded
primarily or uniquely in public institutions and organizations” (p. 367). In other words,
individuals choosing public service may have an inherent nature, which sets them up to favor the
missions of public service entities.

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In addition to possessing a strong public service ethic, individuals select public service
work for a variety of other reasons. Buelens and Broeck (2007) conducted an analysis of the
differences in work motivation between public and private sector organizations. In this study,
they surveyed 3,314 private sector and 409 public sector employees in Belgium. They found that
public sector workers were more strongly motivated by the desire to work in a supporting
working environment than their private sector counterparts. Further, they concluded that public
sector employees make fundamental choices and prefer to lead a more balanced life. They
suggest, “Perhaps they invest more in their private lives and simply do not want to join the “rat
race” (of the private sector)” (Buelens and Broeck, 2007, p. 69). Mann (2006) further concludes,
“Other characteristics commonly attributed to a service ethic include a deeper desire to make a
difference, an ability to have an impact on public affairs, a sense of responsibility and integrity,
and a reliance on intrinsic rewards as opposed to salary or job security” (p. 33). Wright (2007)
suggested that managers inspire their employees to work harder by clearly communicating how
their work benefits society.
There are obvious advantages to motivating employees. A positive motivation philosophy
and practice should improve productivity, quality, and service. Motivation helps people: achieve
goals; gain a positive perspective; create the power to change; build self-esteem and capability;
manage their own development and help others with theirs.
The study of human need is a controversial one. One reason is the lack of empirical
analysis needed for support. Some researchers describe the human need component as
simply being part of a team and determining “what’s in it for me” (Motsett,
1998). Maddock and Fulton describe five categories of motives that include orientation,
survival, adaptation, expectation, and play. A formula proposed states that Leadership =

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Motivation = Emotion. Understanding this relationship can greatly enhance employee
performance and management effectiveness.
Behavior is the key to successful teamwork and motivation through teams. The
most important consideration in team performance is the behavior of the individuals.
Human behavior is the single greatest cause of team failure (Daniels, 1989). An important
feature of group dynamics is the development of cohesiveness (Pinder, 1984). Building
blocks to motivate teams include ownership, personal responsibility, communication,
involvement, reward, and recognition. Managers (or leaders) must understand the goals of
their people and meld them into a team that transcends the accomplishments of the
individuals alone. The task is complicated because we work in an individualistic,
competitive society (Petzinger, 1999).
Managers must be leaders identify and communicate goals. They are typically the
persons of highest visibility. Their actions communicate the goals even if their words do
not. Leaders must keep everyone focused on the vision of success and what it takes to be
successful (Motsett, 1998). Good leaders tell subordinates what they want, why, identify
possible problems and develop contingencies, and identify potential resources. They then
follow up and follow through. Leaders allow their people perform their job within
established guidelines and parameters (Motsett, 1998).
B. Asserted Conclusions
Motivation continues to be a topic of much discussion. Everyone is in need of
motivation. However, the literature is so full of the latest and greatest method to achieve
motivation that the issue quickly confuses the public. It is obvious that all people are different
and have different motivators. A common theme which is emergent among recent writers of the

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topic is that there must exist adequate communication of missions, visions, and goals. When
individuals believe that there is a purpose for their being and that they have had some input in to
their destiny, motivation will occur or the individual will search for a way to cope with that
unhappiness.
However, motivation will only occur when there exists a strong linkage between the
needs of the employee, the alignment of the individual and organizational needs, interpersonal
and group dynamics, and management or leadership approaches. Furthermore, employee
motivation is a major factor in corporate success or failure.
What can managers do to motivate employees? The reality, when you talk about how to motivate
employees, is that employees are motivated. The manager's challenge is to figure out how to tap
into that motivation to accomplish work goals. Fortunately, the manager controls the key
environmental factors necessary to motivate employees. The most significant factor, that the
manager controls, is his or her relationship with each employee. The second most important
factor in a manager’s ability to motivate employees is creating a work environment and
organizational culture that fosters employee motivation and engagement by empowerment,
recognitions, rewards, and retention.
C. Recommendations
What can managers do to motivate employees? The reality, when you talk about how to
motivate employees, is that employees are motivated. The manager's challenge is to figure out
how to tap into that motivation to accomplish work goals. Fortunately, the manager controls the
key environmental factors necessary to motivate employees. The most significant factor, that the
manager controls, is his or her relationship with each employee. The second most important
factor in a manager’s ability to motivate employees is creating a work environment and

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organizational culture that fosters employee motivation and engagement by empowerment,
recognitions, rewards, and retention.
This can be accomplished by using the following practices in conjunction with one
another to immediately affect the organizations effectiveness and productivity: I. Communicate
responsibly and effectively any information employees need to perform their jobs most
effectively. II. Interact and communicate with senior and executive managers the need to be
motivational. III. Provide the opportunity for employees to develop their skills and abilities. IV.
Challenge Employees to gain motivation from the nature of and the work itself. V. Elicit and
address employees concerns and complaints before they make an employee or workplace
dysfunctional. VI. Recognize employee performance VII. Ensure immediate supervisors are
responsive and involved with their subordinates.
IV. What are the implications for HRM in Public Administration?
Motivation continues to be a topic of much discussion. Everyone is in need of
motivation. However, the literature is so full of the latest and greatest method to achieve
motivation that the issue quickly confuses the public. It is obvious that all people are different
and have different motivators. A common theme which is emergent among recent writers of the
topic is that there must exist adequate communication of missions, visions, and goals. When
individuals believe that there is a purpose for their being and that they have had some input in to
their destiny, motivation will occur or the individual will search for a way to cope with that
unhappiness. However, motivation will only occur when there exists a strong linkage between
the needs of the employee, the alignment of the individual and organizational needs,
interpersonal and group dynamics, and management or leadership approaches.

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Motivation can be properly or improperly achieved and can either hinder or improve
productivity. Management must understand that they are dealing with human beings, not
machines, and that motivation involves getting people to do something because they want to do
it. This cannot be achieved without knowing what is important to associates. Management must
use the proper incentives to achieve the desired results. Simply stated, if the proper motivational
environment is in place, managers will be rewarded with productive associates.
The problem is that with the effects of the latest financial crisis governments need today,
more than ever before, practical ways that can help motivate public employees to be productive.
Thus, public sector managers must motivate their employees to perform at the highest levels of
productivity and effectiveness and get “more for less” (Perry/Porter, 1982, p.89).
Managers most often fulfill their organizational goals through the work of employees.
Thus, managers need to have highly efficient and productive staff members. Although many
factors contribute to productivity, job performance is viewed to be the most influential one. Job
performance itself is a function of four variables: ability, understanding of the task, environment,
and motivation (Mitchell, 1982, pp.82-83). Accordingly, in order to perform well employees
need to have the knowledge and tools that are required for the job as well as the will to do what
is asked from them. Therefore, motivation can be generally equated with action and the
understanding of motivation unfolds to be a key to the success of any public organization.
Conclusion
Why it is important for management, and moreover why it should be of special interest to
managers in the public sector. The effect of motivation on employee performance is crucial to
productivity and needs to be seen as a managerial responsibility. The effects of motivation do not
stop with performance. In the group of motivated employees there are fewer work accidents,

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fewer rates of ethical problems, less employee turnover and lower levels of absenteeism
(Jurkiewicz/Massey/Brown, 1998, p.246). Motivated employees feel less stress, enjoy their
work, and as a result have better physical and mental health (Robison, 2010). Furthermore,
motivated employees are more committed to their organizations and show less insubordination
and grievance (Jurkiewicz et al., 1998, p.246). They are also more creative, innovative, and
responsive to customers, thus indirectly contributing to the long-term success of the organization.
In conclusion, motivated employees are the greatest assets of any organization. Therefore,
actively engaging in employee motivation should be one of the primary tasks of a manager
(Jurkiewicz et al., 1998, p.230).
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