Creating non-material motivation system aimed at sustainable performance

Employees of value based companies supporting sustainable performance produce more than others over the long term. They routinely show up at work, they are less likely to quit, they go above and beyond the call of duty, and they attract people who are just as committed to the job. As a result of comparative analysis across industries and job types, it was found that employees of value based companies who share these values demonstrated 16% better overall performance and 125% less burnout than their peers. They were 32% more committed to the organization and 46% more satisfied with their jobs. They also missed much less work and reported significantly fewer doctor visits, which meant health care savings and less lost time for the company. We have identified two components of thriving. The first is vitality: the sense of being alive, passionate, and excited. Employees who experience vitality spark energy in themselves and others. Companies generate vitality by giving people the sense that what they do on a daily basis makes a difference. The second component is learning: the growth that comes from gaining new knowledge and skills. Learning can bestow a technical advantage and status of an expert. Learning can also set in motion a virtuous cycle: people who develop their abilities are likely to believe in their potential for further growth. The two qualities work together; one without the other is unlikely to be sustainable and may even damage performance. The combination of vitality and learning forms employees who show results and find ways to grow. Their work is rewarding not only because they successfully perform what they are expected to today but also because they have a sense of what they and the company are headed for. In short, they thrive, and the energy they create is contagious. There are four mechanisms that create conditions for thriving employees: providing decision-making discretion, sharing information, minimizing incivility, and offering performance feedback. The mechanisms must interact. For instance, if you let people make decisions but give them incomplete information, or leave them exposed to hostile reactions, they will suffer rather than thrive. One mechanism itself will get you part of the way, but all four are necessary to create a culture of thriving. The four mechanisms that help employees thrive do not require enormous efforts or investment. What they do require is leaders who are open to empowering employees and who set the tone. As we noted earlier, each mechanism provides a different angle necessary for thriving. You cannot choose one or two from the menu; the mechanisms reinforce one another. Creating the conditions for thriving requires your concerted attention. Helping people grow and remain energized at work is valiant on its own merits - but it can also boost your company's performance in a sustainable way.

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