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Herzberg's theory of motivation still applies: people complain about poor 'hygiene' factors - working conditions, benefits, even salary, because of a lack of 'motivational' factors - in short: they're bored!
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A 'hygiene' factor is a constant, independent of performance.
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A 'motivational' factor is what you get only through your own effort.
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If rewards are not tied to performance, you won't motivate anyone.
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Everyone needs to feel important, to be needed, to achieve something meaningful, to stand out.
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Motivation stems either from satisfaction in doing a good job or from the recognition by others for our efforts.
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Money can be a motivator, but only if you value more money and perceive a strong relationship between your effort and reward.
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The strongest motivators are: achieving results, being valued and made to feel important, being included and accepted by an admired group, competing - getting ahead of others, gaining influence and status, earning more money, opportunities to do things you like doing.
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Something can motivate behaviour only if that behaviour leads to it.
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The key is to find out what motivates the people you want to motivate. Avoid assuming they want what you want.
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Your power to motivate will depend, in part, on how much others value recognition from you or inclusion by you.
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Find out what characteristics your subordinates admire in their corporate heroes and try to develop those traits in yourself.
