We have less and less desire for our work - this is the result of a current study by the international management consultancy Kincentric. Data from 12 million workers from 125 countries worldwide shows that only 45 percent of respondents were motivated to go to work in the first quarter of 2022. So demotivation clearly predominates, especially in Germany. Because: We lead the global ranking of unmotivated employees - despite decades of established meritocracy.
One reason for this is the current change in the labor market. While more and more hard-working baby boomers are retiring, the freedom-conscious Generation Z is gradually pouring into the world of work. At that time it was clear: the salary was enough for home and garden. Today everything has become uncertain: the pension, the housing situation and world peace. That's why young people want to get something out of life instead of just working shifts. Career starters in particular attach great importance to a healthy work-life balance. The Randstad study "Workmonitor 2022" shows that 41 percent of those surveyed between the ages of 18 and 25 would even quit their job if it was not compatible with their private lives. By comparison: in the age group 50 and over, only one in four does private happiness more important than career.
But it doesn't matter whether you're a baby boomer or Generation Z: If you're up for a new challenge, you're currently in good hands on the German job market: A survey by the Institute for Labor Market and Occupational Research (IAB) shows that in the first quarter of 2022 there will be jobs nationwide around 1.7 million job vacancies. Motivated employees are therefore sought after in many sectors. The question remains as to why so many people seem listless about their jobs.
When it comes to employee motivation, the first lever is often salary. And there is no question: we all need money – to live, to eat and to live. It is not for nothing that employees in underpaid sectors regularly go on warning strikes. A salary increase can therefore be a first step to increase motivation. In the long term, however, it should not be the only reason for the activity. A study by the Frankfurt School of Finance shows that appreciative communication in the work context is more likely to increase performance than more money. Book author Florian Becker also says in an interview with the German Press Agency: "It would be really sad if companies couldn't think of anything better than trying to motivate people with money."
So money is not the fuel that gets us going at full speed in our jobs. But the salary ensures that the engine starts at all. Because if we are chronically underpaid and the salary is not even enough for the small life dreams, then that is the ideal breeding ground for frustration and worries. And it shouldn't come as a surprise that motivation is a long way off. The same thing happens when we only do something because we feel obligated to do it. Or to avoid punishment or get a reward. Why? Because there are external factors at play here that influence our behavior. This is also called extrinsic motivation. Admittedly, this cannot always be avoided in everyday work, because each of us has to do an unpopular task.
If you want to be satisfied in your job in the long term, you also need another important factor: intrinsic motivation. This comes into play, for example, when we do tasks out of sheer curiosity or because we feel like a new challenge. Intrinsic are things that we do from an inner drive without expecting anything in return. These are activities that we really enjoy. For example, when we paint a picture, we do it for the joy of painting, not because we feel like it's expected of us or that we'll be famous for it. All of our intrinsic needs are based on the basic psychological needs of security, belonging, reputation and self-actualization.
Values that are also becoming increasingly important in the work context. Various studies have shown that intrinsically motivated employees show significantly more commitment and are healthier and happier overall. This is also confirmed by the aforementioned Randstad study. According to this, happiness is the highest priority for the youngest employees, 49 percent of those surveyed also pay attention to whether they match the values of their potential employer. A survey by the personnel service provider "Manpower-Group" also confirms that interpersonal encounters in everyday work can increase motivation.
Intrinsic motivation can therefore be the key to greater job satisfaction. And don't worry if the external stimuli are still in the foreground for you at the moment - each of us can train our intrinsic motivation. The first step here is a simple question: What do you really want to do? Anyone who can answer them knows the direction in which to go. If you don't, you should go into yourself and find out which activities you do for others - and which only for yourself. You will notice that we often do fewer intrinsic things than we think - in the private and professional spheres.
In order to increase intrinsic motivation, we can also visualize what specifically we enjoy about our job and what sense we see in it. The answer to this is highly individual. It also helps to remain curious and to strive for further training or new tasks. And the most important thing: Find like-minded people at work with whom you can exchange ideas.
In the work context in particular, however, we also need suitable framework conditions. The current study "Residency Barometer Public Service" lists four demands that civil servants have of their employers: Better pay, greater flexibility, better equipment and appreciation. Wishes that are not only relevant in the public service. Anyone who wants motivated employees should make room for them Curiosity, growth and flexible working hours and also honestly say "thank you". And of course the salary should be right. Perhaps we as a society will be a little more motivated to get to work again next year.
Source: Management consultancy Kincentric, study; Randstad "Work Monitor 2022"; "Residency Barometer Public Service"
