Six Work Values that Motivate Employees
One way to motivate employees is to understand their work values and create an environment that honors them. What are the six work values?
We’re in a series on motivating employees. First, we discussed one way to encourage employees: their view of work. Research says that workers consider work in one of three ways—as a job, career, or calling. How they think of their work provides clues into how to motivate them. But what if this approach is too simplistic or if you can’t discern their view?
No worries—there’s Motivation 3.0, a theory from motivational science. Motivation 3.0 says workers are driven to perform for autonomy, mastery, and purpose. When they have control over their work (autonomy), have means to grow, develop, and be challenged (mastery), and serve a cause beyond themselves (purpose), then they can be highly motivated.
What If?
But what if Motivation 3.0 doesn’t apply to all employees? Let’s consider Sheila.
Sheila
Sheila is 46 and has been at the company for six years. She was hired as a billing clerk but periodically covered the reception desk when the regular receptionist was out to take care of her ailing husband. Eventually, the receptionist retired, and Sheila was offered the receptionist job permanently. Sheila jumped at the opportunity to do something different.
She could officially “move into” the front desk instead of sharing it. She brought in plants from home, adjusted the lighting, and displayed pictures of her family.
Instead of sending invoices and paying bills, Sheila supports office operations by greeting guests and coworkers, refilling office supplies, and answering the main phone line. Sheila enjoys frequent social interactions, and although her job is routine, she gets to help people in various ways.
While Motivation 3.0 is excellent for motivating certain employees, the science doesn’t apply to all workers. The difference is in their type of work.
Two Kinds of Work
There are two kinds of work—heuristic and non-heuristic.
“Heuristic” work includes a high level of:
problem-solving
creativity
critical thinking
adaptability.
Examples are interior designers, researchers, managers, software engineers, data scientists, marketers, salespeople, project managers, lawyers, and teachers.
On the other hand, “non-heuristic” work is:
routine
repeatable
rule-based
scripted.
Examples are accountants, bookkeepers, data entry clerks, legal assistants, medical coders, tax preparers, telemarketers, and IT support technicians.
As a receptionist, Sheila’s job is more non-heuristic than heuristic, so Motivation 3.0 suggests that motivating her through autonomy, mastery, and purpose may fall short.
As her manager, what will you do?
Introducing Work Values
In his book Redeeming Work, Vocational Psychologist Bryan Dik writes:
It is critical to assess work values—the reinforcing conditions you want in your ideal career, without which you would likely feel frustrated and discontent.
Work values are priority beliefs that drive your behavior, decisions, and motivation at work. If they’re satisfied, it’s smooth sailing. If they’re not, there’s trouble ahead. Values are contextual, so what matters most in one setting may not matter most in another. For example, if you’re stranded on a desert island, what is most important on the sand is probably different than what’s most important on the clock.
One way to motivate employees like Sheila and others is to understand their work values and create an environment that honors them. The Theory of Work Adjustment by Rene V. Dawis and Lloyd H. Lofquist suggests six work values: achievement, altruism, comfort, independence, recognition, and safety.
Let’s look at each one.
Achievement
Employees who value achievement want to use their abilities, achieve results, and feel accomplished. They like to stay busy, have above-average stamina for work, and want to minimize distractions.
Motto: Let me produce.
Examples: Writing down accomplishments at the end of each day; sharing weekly progress on projects with manager
Altruism
When workers value altruism, they want to serve a cause greater than themselves, look for ways to help others, and feel morally aligned with their work. They form supportive relationships, do things for others, and consider coworkers friends.
Motto: Let me serve.
Examples: Finding unique ways to make others feel special; having dinner with coworkers to build friendships beyond work hours
Comfort
Workers who value comfort want to work in a stress-free environment and feel comfortable. While the individual preferences that create comfort vary from person to person—some want to be busy, some want to feel cozy, and some want variety—the foundation is the same: achieving what is comfortable to them.
Motto: Let me be comfortable.
Examples: Decorating office space with home accessories to feel comfortable; ending the work day with an empty email inbox
Independence
Employees who value independence want control over their work, freedom from micromanagement, and the opportunity to try their ideas. They like to make their own decisions, possess the resources to succeed and pave a clear path forward.
Motto: Let me choose.
Examples: Planning all the steps of a project before seeking approval from the supervisor; having a budget to purchase materials and resources
Recognition
Employees who value recognition want to be acknowledged for their contributions, be known in the organization, and have opportunities to advance. They like to be in charge of others, enjoy the status and prestige of their position, and look for ways to broaden their network and influence.
Motto: Let my contributions be known.
Examples: Traveling to other locations to increase influence within the organization; exercising authority through institutional or domain knowledge instead of positional knowledge
Safety
When workers value safety, they want to work in a stable environment with policies and procedures that treat people fairly, leaders who show care and equity, and practical and accessible training. The work environment should be predictable, and making mistakes and asking questions should be safe.
Motto: Let me feel safe.
Examples: Clearing up ambiguity in the employee handbook; spotting signs of favoritism among leaders
Sheila’s Values
In managing Sheila, you find that some values are important, but some are necessary. If all of them are necessary, then none of them are. Managing motivations through work values is figuring out what is required for each employee.
From working with Sheila, you know she:
enjoys social interactions
writes notes to coworkers on their birthdays
delights in practical tasks like refilling office supplies and making coffee
From these observations, you conclude one of her core values is altruism.
In addition, you know that Sheila:
felt uneasy sharing the front desk with the previous receptionist
brought in plants, lamps, and pictures to decorate her space once it was hers
keeps her desk clean and clutter-free
From these observations, you conclude another core value is comfort.
With these insights about her core work values, you can manage Sheila’s work motivations by honoring altruism and comfort.
Honor altruism by:
providing ways for her to serve others
help her see her impact on others
highlight the grander purpose behind practical tasks
avoid morally questionable duties or communication
Honor comfort by:
allowing Sheila to customize her workspace
giving Sheila advance notice of performance conversations
creating a script of possible scenarios for answering the phone
allowing Sheila to clock in before everyone else to “set up” for the day
Now, you can motivate Sheila through her values and create an environment where she can thrive. Since managing employees means figuring out how to motivate them, you’re on your way to becoming a great manager.