Rethinking employee motivation: practical lessons from motivation concentration theory
Grace A. Hellstrand, Joy J. AlbrechtPurpose
The purpose of this paper is to translate motivation concentration theory (MCT) into practical guidance for managers and leaders. It explains how concentrating motivational resources among already highly motivated individuals can sometimes produce less total effort and may even reduce motivation among others. This paper encourages managers to look beyond average motivation and consider where motivational gains occur and whether those gains produce the greatest possible increase in collective effort.
Design/methodology/approach
This paper uses a conceptual, practice-oriented methodology rather than an empirical research design. It applies MCT through a comparative hypothetical example involving three high school debate teams that allocate motivational resources differently. The scenarios are then used to illustrate how different distributions of coaching, recognition, opportunities and attention may affect individual motivation and overall collective effort.
Findings
This paper finds that increasing motivation does not necessarily increase total collective effort. When motivational resources are concentrated among individuals who are already highly motivated, diminishing returns may limit additional effort, while others may become less motivated or disengaged. This paper concludes that collective effort may be greatest when motivational resources are allocated according to where they are likely to generate the greatest marginal increase in effort.
Originality/value
This paper shows that increases in average motivation can conceal important differences in how motivation is distributed across individuals and how much additional effort those gains produce. It demonstrates that concentrating motivational gains among already highly motivated individuals may not maximize collective effort. This paper provides a practical framework for considering whether motivational investments are occurring where they will generate the greatest increase in overall effort.