Motivation in Project
Motivation in Project
Motivation in Project
Team Performance
Tonya M. Peterson, Kohl’s Corporation
ABSTRACT I INTRODUCTION I
Stimulating team member performance requires otivation can inspire, encourage, and stimulate individuals and
a project manager to harness many different
interpersonal skills. The level of enthusiasm
applied toward project efforts has a direct
impact on the project results. Because motiva-
tion can inspire, encourage, and stimulate indi-
M project teams to achieve great accomplishments. Motivation can
also create an environment that fosters teamwork and collective
initiatives to reach common goals or objectives. The level of moti-
vation an individual and/or team applies to project efforts can affect all
aspects of project results, including a direct impact to the triple constraint
viduals to achieve common goals through team- project success factors (i.e., on time, within budget, high quality, met
work, it is in the project manager’s best interest scope/customer expectations). Knowing this, it is in the project manager’s
to drive toward project success through the cre- best interest to understand the reason for demotivation in order to achieve
ation and maintenance of a motivating environ- project success through the creation and maintenance of a motivating envi-
ment for all members of the team. ronment for all members of the team.
The book Essentials of Supervision defines management as “achieving
KEYWORDS: team performance; project results through others” (Simpson, Gould, Hardy, & Lindahl, 1991, p. 5).
success; motivation Stimulating team member performance requires a project manager to har-
ness many different interpersonal skills, including good communication and
the ability to train others, make decisions, lead by example, and create a pos-
itive, motivational environment by understanding and associating with the
key components of motivation. Unlike most tangible project management
functions, motivation is not designated by the project manager to a team
member; instead, motivation is internal to each team member and derived
from a team member’s desire to achieve a goal, accomplish a task, or work
toward expectations. Motivation can be considered the conduit of ambition
applied to the desired accomplishment.
Just as some teams are stimulated to achieve great success throughout all
project efforts and assignments, other project teams may remain uninspired
and shuffle meekly, quietly, and unpretentiously toward project completion.
With this in mind, there are two opposing questions that have often been
raised when reviewing drivers and motivators of individual and team per-
formance. These resounding questions are “Can a project manager motivate
others to perform?” or is it more accurate to ask “How does the project man-
ager create an environment conducive to outstanding team synergy and
peak individual performance?” (Scholtes, 1998). The subsequent research
provides the answer to these questions as well as a further exploration of
motivational approaches a project manager can apply to the project team
environment.
Motivational Theories
McGregor’s Theory X and Theory Y
McGregor’s Theory X and Theory Y motivational approach identifies polar
Project Management Journal, Vol. 38, No. 4, 60–69 differences in subordinates. Theory X team members are classified as indi-
© 2007 by the Project Management Institute viduals who require constant attention, do not want to work, need punish-
Published online in Wiley InterScience ment to achieve desired effort, and avoid added responsibilities. In contrast,
(www.interscience.wiley.com) Theory Y individuals are classified as team members who want to work, find
DOI: 10.1002/pmj.20019 the job satisfying, are willing to participate, do not require a controlling
environment clearly aligns with an individuals appreciate a challenge and common goals. Other areas with-
“I’m OK—you’re not OK” relationship and are self-sufficient (Rad & Levin, in the company that “affiliated” indi-
position (Scholtes, p. 42). In other 2003, pp. 80–81). To an achievement- viduals may be drawn toward are
words, “I” (the manager) am compe- motivated individual, life is about a company-sponsored athletic teams or
tent and “you” (the subordinate) are personal challenge rather than a chal- volunteer organizations. The project
not. Low trust quickly ensues. The lenge with others. manager may also want to consider
subordinates believe the manager • Disadvantages—On the flip side, indi- putting this individual in charge of all
does not care about the team mem- viduals who have a tendency to be team lunches or other department
bers as individuals. The distrust achievement-oriented may not know events to further inspire the ability to
demotivates the team members to when to stop, quit, or accept failings. associate with others.
focus on themselves, rather than sup- This constant battle to go beyond per- • Advantages—Working with individu-
porting each other, due to a lack of sonal boundaries and extend individ- als who are motivated by affiliation
reassurances for the collective impor- ual abilities does have a price. The will result in an environment built
tance of each individual within the costs may result in signs of mental on a sense of harmony, teams driven
team based on the negative KITA. stress or physical fatigue. toward common goals, and a genuine
The competition made available desire to help each other (Rad &
through the positive KITA can dissolve Affiliation Motivation Levin, 2003, pp. 81–82). A direct result
a team or a collective approach to of affiliation motivation is less conflict
McClelland’s affiliation motivation is
accomplishing project objectives. for the project manager to resolve.
driven by relationships and a need to
The storming stage of team develop-
work well with others. Individuals who
McClelland Achievement, Affiliation, ment may evolve quicker as individu-
are motivated through affiliation are
and Power Motivation als with an affiliation motivation want
drawn toward a friendly work atmos-
Achievement Motivation to work well with others.
phere and will strive for team unity,
• Disadvantages—On the flip side, indi-
McClelland’s achievement motivation team success, and commonality of
viduals who possess a strong sense for
is driven by a need to succeed (Rad & team norms. Motivation through affili-
affiliation may feel uncomfortable
Levin, 2003, pp. 80–81). Accomplish- ation will steer an individual to assist
voicing concerns and may shy away
ment, personal ambition, and a need to others while promoting a collective
from environments that do not allow
be good at what they do are additional team effort (Rad & Levin, 2003, pp.
for personal interaction with others
attributes that are common among 81–82). At a glance, a person motivated
(Rad & Levin, 2003, pp. 81–82). A
achievement-oriented individuals. Ind- by affiliation tends to be a “people” per-
direct result of affiliation motivation
ividuals who are driven by achievement son, or an individual who would rather
may promote greater groupthink,
are more likely to define clear goals as be with others than be alone.
which may limit a full range of possi-
well as a course to goal attainment. • Roles and Responsibilities—An indi-
ble issues and options available for
• Roles and Responsibilities—Because vidual who is motivated by affiliation
discussion. An individual motivated
an individual who is motivated by will naturally identify his or her role as
by affiliation may not be as concerned
achievement is self-driven, he or she a fellow team member willing to assist
to focus on one’s self or the opportu-
is able to perform and function well and support project efforts or deci-
nities that could allow for personal
both alone and within a team. The sions. Individuals drawn toward affili-
growth, promotions, added responsi-
reason for this ability is that he or ation work well in roles requiring a
bilities, or increased authority in
she is able to identify a clear objective high degree of internal or external
order to focus on the team and fellow
and develop a “line of sight” to get communication, gaining team agree-
team members. Individuals motivat-
there. In order for an “achievement” ment, and presenting material to
ed through affiliation will also not
individual to flourish, provide an others. Without others to work with,
flourish in an environment requiring
environment that will give him or her communicate with, or support, the
little-to-no communication and/or
the ability to be creative, an opportu- affiliated individual may actually lack
individual rather than team assign-
nity that will expand beyond his or motivation (Rad & Levin, 2003, p. 82).
ments.
her current position or role, and tasks When working with an individual
that are challenging; all components motivated by affiliation, the project
that provide a prospect of growth, manager is responsible for assigning Power Motivation
success, and enhancement must be project work that will naturally McClelland’s power motivation is driv-
present. involve contact or collaboration with en by the ability to dominate and
• Advantages—Similar to “power”-driv- others and the creation of a project manipulate goals, direction, or deci-
en individuals, “achievement”-driven environment built on team support sions. Individuals who are motivated by
beginning any project may be over- team member performance for those • Resolution—Look at project manage-
whelming to a project manager, outside individuals who do control monetary ment as a mentoring opportunity.
of the diverse motivational needs pre- rewards for your project team mem- Work with team members through sit-
sented by each team member involved bers. uations by applying clarifications and
in the project. Some project managers “Team members love to receive formal understandings to provide a good
rely on existing work relationships that awards.” learning opportunity of what to con-
have gradually developed through hall- • Impact—Though “praise in public, tinue to do in the future and what to
way conversation and face-to-face con- punish in private” is a common change. When things go well, look for
tact that offers a project manager the phrase within the management arena, the strong foundation, steps, effort,
opportunity to understand a variety of a project manager must be very mind- and application of knowledge/experi-
individuals’ drives and reward prefer- ful of the fact that not everyone will ence that was applied and resulted in
ences. With limited involvement and desire a formal reward for completed the accomplishment. When things do
minimal personal exposure with virtual efforts. The main concern is to avoid not go as planned, look for the com-
team members, a project manager may any negative response from the recog- ponents that resulted in failure to seek
begin to generalize or make assump- nition offered either by the individual out the learning opportunity in a
tions on the needs and directions of the receiving the recognition, fellow team desire to improve similar situations
virtual team. members, or other project teams. within the future.
Unfortunately, a project manager • Resolution—If a formal award is “These people are professionals. They
may easily become trapped by intro- deserved, be sure the team member don’t need motivating.”
ducing errors when preparing an inspi- would accept this form of recognition • Impact—Many project managers look
ring project team environment. Too in advance. A wider acceptance of pub- at their team as a group of profession-
often, project managers may begin lic awards may be gained through an als who are educated and have some
project efforts with intent to offer a entire “team” recognition for celebra- level of work experience. By not con-
stimulating environment; however, tions or accomplishments reached sidering the importance of team
they may fall short by implement- together, thereby avoiding the display motivation, the project manager may
ing common motivational mistakes. of high regard for one team member. merely be trusting in assuming that
These common management mistakes Influence a broader application of pub- the team requires minimal supervi-
as well as possible strategies to over- lic recognition that could be applied or sion or support. However, not every-
come the motivational gaps are expressed by fellow project managers one is a “self-starter” or driven, and
explored next (Flannes & Levin, 2005). for their project team efforts. many individuals work better when
“Whatever motivates me will motivate “Give them a rally slogan.” motivated to reach a goal and/or
others.” • Impact—The main premise of using a reward.
• Impact—At times, a project manager’s slogan is to provide a common theme • Resolution—Treat the project team
initial perception may be that every- the entire team can support to create members as professionals, yet foster
one would be motivated just like he or some level of unity, resulting in a motivating environment through
she is. A common result of this mis- greater motivation. However, the use those tools or rewards you have within
take is a disappointment in team of a slogan may provide only marginal your authority as a project manager.
members who do not react to the benefit. “I’ll motivate them when there is a
stimulation provided. • Resolution—Consider using slogans problem.”
• Resolution—Begin to identify the dif- as part of an environmental focus • Impact—Waiting for a problem to
ferences in others by initially provid- rather than as a project focus. Again, arise may be too late for some team
ing a more personalized approach to individualization is the key. members and will likely result in the
motivation. “The best project leader is a strong application of vast changes in order to
“People are motivated primarily by cheerleader.” create a motivating environment.
money.” • Impact—Hype, positive attitude, gen- Overall, this approach to motivation is
• Impact—Often, project managers erous support, and plenty of smiles. a very detached managerial style.
have limited input on and availability Though this can offer an encouraging • Resolution—Knowing that project
to monetary rewards. Unfortunately, environment, the consistent upbeat management employs leadership as
project managers often feel restrictive approach may not always be appli- a key skill and leadership requires
by this limitation. cable to the project situations expe- involvement, guidance, and support.
• Resolution—Begin by focusing moti- rienced, may become annoying to Do not wait for a problem to occur
vational tactics beyond monetary others, or may merely result in only a prior to motivating your team.
rewards. Consider offering input into marginal impact. Instead, remain focused on the team
Developing Team Culture communication and dialogue stan- team members to environments,
There is a variety of components that dards among team members through assignments, responsibilities, and
will help foster a positive team culture team meetings and general project objectives that foster personal motiva-
resulting in high team performance communication. Allow all to provide tion. In other words, the project
and team success. The implementation input into project conversations. manager should avoid applying a
of the following directives will assist Require the team to respect each broad application of motivation to all
with overcoming the barriers to estab- other. Accept all constructive com- team members based solely on the
lishing a high-performance team. ments made. Promote a participative manager’s perception. Taking the time
• Team Charter—The preparation of a leadership style that provides greater to work with each team member to
team charter will assist in defining ownership of project tasks and deci- understand personal work drivers will
individual and stakeholder roles. This sion-making authority (within defined allow the project manager to uncover
document will clear up any ambiguity guidelines). Engage in team building basic human needs and individual
existing with the project needs, focus, and team celebration activities. motivators. I
objectives, common procedures, deli- • Recognize Team Member Strengths—
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