Staff Need Satisfaction and Corporate Profits rise in tandem – cause and effect
CFO asks CEO
“What happens if we invest in developing our people and they leave us?”
“What happens if we don’t and they stay?”
Harmonious, productive workforces where managers care about staff’s needs:
1. Staff want to “acquire” specific things from their manager and the company to satisfy their Extrinsic Motivators.
2. Staff want a boss to “inspire” them through their Intrinsic Motivators Motivated people produce more. Disengagement is red ink on the bottom line.
Why Work Needs are not Satisfied
From the Studies of Mayo, Maslow, McGregor, Herzberg and others we learned much about work needs and human motivation. By combining their findings with Diaplan’s long-term empirical studies, we compiled a table of Extrinsic and Intrinsic Needs. Our Survey measures satisfaction of these, then recommends strategies to close satisfaction gaps.
Associates have all 16 needs our Survey measures. Strengths of particular needs vary individually. Managers’ needs often differ greatly from associates’ needs. Managers often overlook needs that are unimportant to them. Unmet needs increase negative reciprocity.
The “Social Law of Reciprocity” governs relationships of interdependence, like employer-employee. Both types of reciprocity are referenced in terms we commonly use:
|POSITIVE RECIPROCITY||NEGATIVE RECIPROCITY|
|You scratch my back, I’ll scratch yours||Blow for blow|
|Win-win||Reap what you sow|
|Give and take||What goes around comes around|
|Do for others what you want them to do for you||Sow the wind, reap the whirlwind|
|One hand washes the other||Chickens come to the roost|
|Return a favor||Tit for tat, win-lose|
|Quid pro quo||Eye for an eye, tooth for a tooth|
When firms maintain positive reciprocity, they control engagement. With Diaplan, you retain profit that you now forfeit.