What if the human beings had an option to choose,
energy without consuming any food then will there be the need to work and earn?
Today we are in the smart technology world and motivating the Gen - Z workforce
is really a challenge. We are deep into a destructive foray regarding our conception of
workforce motivation. We created an idea two centuries ago that people hate
work and do it only for money and other extrinsic rewards. This human invention
(which is what an idea is) is not a widespread food ingredient but a ubiquitous
workplace element. It does cause heartache, disgruntlement, disengagement and
low productivity. The science is in: It’s not human nature to hate work and
treating workers as if they do causes damage to them and to business.
The industrial revolution had workers to do
their job where in they lived in it, even if they hated their jobs. Understanding
individual psychology and the attitude the person brings to a job is important,
but so too is understanding how to create an environment in which people
motivate themselves
Organisations have layers and segments. One of
the interesting scrutiny on the engagement level, we find the bottom of the
pyramid highly engaged. The reason behind this is they are able to empathises
and relate their work to the cause. You
don't need to be working for an organization that saves lives to find meaning
and purpose in what you do. You just need to be doing work that makes peoples'
lives better.
The author narrates that we are in the legacy
of FALSE RATIONALE on the job and
work of “carrot and stick” approach that dominated the efforts in the work
place. As long as the people were paid for what they did, it didn’t matter very
much what their job entailed. Many believe that only certain kind of jobs
permit people to find a meaning, engagement, discretion and autonomy and opportunity
to learn and grow WHEN WORK IS GOOD.
Job crafting needs to aimed of how the job could be linked to a meaningful purpose
that meets the challenge demanding empathy, good listening and accomplishing
the goals. People who see their work as “job” enjoy little discretion and
experience minimal engagement or meaning. People with job see work as necessity
of life, they work for pay, and they would switch jobs to earn more money. People who see their work as a “career”
generally enjoy more discretion and more engaged. When we loose confidence that people have the
will to do the right thing and we turn to incentives, we find that we get what
we pay for. Therefore a decision has to be taken on HOW GOOD Work GOES BAD: Rules and Incentives over Integrity. It’s
because of human nature. Human nature as
a battle between metaphors and THE
TECHNOLOGY of IDEAS to drive behaviours. No matter what ideas people appeal
to when they explain their lack of food, their bellies remain empty. The idea
technology that dominates our age is a fiction; it is ideology. THE FUTURE OF WORK: DESIGNING HUMAN NATURE.
The book narrates, that it is not incentive
that trigger the work. It is finding out a meaningful purpose on how our work
is linked to the purpose. If we can craft our purpose to the job, the work
becomes meaningful and joy. The book is very narrative of examples on being
meaningful
