In this keynote, I talkeld about the heterogenity of employees and the transformation of their drivers of motivation in a post-covid era. I question the alignment of engagement strategies with these new drivers. I concluded with the necessity to take care of and show trust in employees in times where trust and credibility of organizations are at stake.
4. In our study, we identified 5 groups who are
impacted in different manners by COVID-19:
I am a
caregiver
I will / must
still go to
work
I am
temporarly
unemployed
I work from
home
I am a
manager
5. With different judgments on the way their
organization handled it…
"I'm impressed with the
quietness of the company I
work for. They are
reassuring. They are present
and attentive to the staff."
« Continued regular
communication on measures and
work organisation to date. »
« Specific and proactive communication on
related topics (work-life balance in teleworking,
ergonomics/security of the home workstation,
etc.) and on practical aspects (supply of masks for
on-call teams in the field, management of
planned leave, management of expense accounts,
etc.). »
« The middle management is sometimes
not very clear in its communication,
particularly on the new distribution of
tasks or on the monitoring of project
management. »
"Unfortunately little conversational
culture, many 'dry' colleagues. So hardly
any phone calls or text messages except
with 'friendly colleagues' who are not
direct colleagues. I suspect they are all
busy with their families, but I find it
disappointing that they don't answer
emails."
7. Motivation is not implication/engagement
• Intrinsic Motivation : Individuals who act out of pleasure and to be satisfied (Louche, Bartolotti,
Papet, 2006)
• Extrinsic motivation concerns people who regulate their behavior for instrumental purposes
(Louche, Bartolotti, Papet, 2006)
• Emotional implication is a real desire for the worker to identify with the organization. Workers
enjoy being a member and wish to remain a member (Allen & Meyer, 1990).
• Calculated involvement (or continued involvement), which refers to a commitment proportional to
the investments provided for the company (voluntarily and involuntarily) and which would be lost
if the activity ceased.
• The normative implication, resulting from the feeling of obligation. It reconciles organizational
and personal interests (Rojot et al., 2009).
8. Where does implication meet
motivation?
Feedback
Task variety
Interpersonal relations
Personal competencies
Autonomy
Justice
Values
Salary and
compensations
Andry 2016
9. Are your actions to engage employees aligned
with the transformed drivers of their motivation?
"I think that poor internal
communication during a crisis
can lead to a loss of confidence
in one's employer and to
thinking about changing jobs. "
"The society where I
work values the human
being even more than
before."
"I am in a very human work
environment. I am grateful to
work in a company that takes
care of the staff. "
10. Alignment is not enough…
• Our mental and physical health are clearly at risk
• Covid-19 but also
• Work & family stress and,
• Ergonomics of our work @ home environment
• We switch from a pandemic to an economical crisis, trust in the
management is fragile (e.g., STIB, SN Brussels Airlines, etc.)
• Credibility of organizational communication is at stake (e.g., “covid-
washing” communications are risky)
• Motivation and engagement in the future of the organization will
depend on the way senior/middle management will
• Pursue the effort to take care of their employees and recognize their efforts
• Show and express trust in their employees
• Be clear and coherent about the transformation as regards the « new normal » we
are heading to
• Stay empathic
Caring/
Empathy
Commitment
Dedication
Competence/
Experience
Honesty
Openness
Wojtecki & Peters 2000
The four pillars of management
communication in times of uncertainties
