A Class with Drucker - Headway | Work on yourself

everyone gets them for the good of the organization, just as in the case of
the percentage of salary raise mentioned above.
Can we increase job satisfaction by, say, increasing salary? Not according
to Herzberg. Remember, salary is a hygiene factor. If we want those we
lead to be more satisfied <strong>with</strong> their jobs, we must use the motivators. That
is, we must look for ways that we can increase:
■ feelings of achievement
■ recognition
■ challenge in the work
■ responsibility
HOW TO MOTIVATE THE KNOWLEDGE WORKER ■ 229
■ growth and development
So we’re back to Peter’s original wisdom again: we cannot depend on
financial rewards by themselves, or even as primary motivators. We must
use the motivational factors as indicated both by Herzberg and the results
of the worker surveys that I discussed previously.
Can You Give <strong>Work</strong>ers What They Really Want?
Excluding the last three factors on the list of what workers want from their
jobs (i.e., job security, high pay, good benefits), what do the other items on
the motivational survey form have in common? For one thing, none of them
will cost you very much to implement compared <strong>with</strong> paying high salaries,
offering benefits, or providing perfect job security. For another, these are factors
which you can improve regardless of restrictions or limitations on salary
or benefits placed by your parent organization. This is good news if you have
limited resources and want to motivate workers to higher performance.
Most of these motivators considered important by workers can probably
be improved by you today, and they will probably cost very little in dollars.
<strong>Drucker</strong> Lesson Summary
Peter had many thoughts on motivation, some of which went against prevailing
theory, but all of which were ahead of their time and have been
proven right over the years. Here are his five key thoughts on motivation:
■ <strong>Work</strong>ers must be led, not managed.