Motivation: the key to organizational performance
Human capital: a key driver of organizational performance
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We're always talking about motivation. Curiously, this omnipresence is matched only by the vagueness with which it is most often evoked. It's as if everyone is convinced that it's an essential element, but doesn't know how to describe it in anything other than vague, generic terms. The importance of motivation is not denied. Managers know that it is responsible for considerable losses, for the failure of one merger in two. But it is also the source of strength for rising stars. It is what underpins the success model of world-renowned groups, and insists on its centrality to the long-term perfo...
We're always talking about motivation. Curiously, this omnipresence is matched only by the vagueness with which it is most often evoked. It's as if everyone is convinced that it's an essential element, but doesn't know how to describe it in anything other than vague, generic terms. The importance of motivation is not denied. Managers know that it is responsible for considerable losses, for the failure of one merger in two. But it is also the source of strength for rising stars. It is what underpins the success model of world-renowned groups, and insists on its centrality to the long-term performance and success of human capital. All things considered, the question of motivation cannot be satisfied or dealt with in a total and definitive manner; given that man in his universality is versatile and the satisfaction of one need necessarily leads to the birth of another, especially at this time of the 4.0 industrial revolution. A study conducted by the University of Warwick showed that workers who were not motivated were 10 times less productive than others, and 47% of the company's budget was wasted.
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