Motivating employees to deliver their best, especially in challenging times, is probably among the most critical responsibilities of managers. Recent developments, including rapid advancements in AI, geopolitical shifts such as Donald Trump’s tariffs, and the ongoing wars in Ukraine and the Middle East, have created a significantly more volatile and uncertain business environment than we have experienced in the past 25 years. Releasing employee motivation during challenging times is a crucial skill for any manager.
According to an article published in Harvard Business Review by Nitin Nohria, Boris Groysberg, and Linda-Eling Lee, employee motivation is fundamentally connected to meeting four emotional drives: to acquire, bond, comprehend, and defend.
At Gislen Software, our experiences resonate deeply with these insights, and our ongoing efforts reflect a holistic approach to employee engagement and motivation, which is particularly essential during such uncertain times.
Four Drives Behind Employee Motivation
1. The Drive to Acquire
According to the Harvard Business Review article, the drive to acquire involves satisfying employees’ need for tangible and intangible rewards, such as salary, promotions, and recognition. It highlights the importance of linking performance with rewards to motivate employees effectively.
At Gislen Software, we recognise the importance of fair and transparent reward systems. While we have made meaningful progress by celebrating milestones, such as rewarding long-term commitments during our recent 30th-anniversary celebration, we acknowledge room for improvement. We will continue to refine our reward mechanisms to ensure they are equitable, transparent, and motivating for all employees.
2. The Drive to Bond
The HBR article identifies the drive to bond as the human need to connect meaningfully with others and to feel a sense of belonging within an organisation. Creating a collaborative and inclusive workplace culture significantly boosts employee commitment and engagement.
The drive to bond is fundamental to Gislen Software’s workplace ethos. We have cultivated a strong, collaborative culture through celebrating birthdays together, conducting hackathons, team-building exercises, and regular fitness sessions. Being part of a company that pioneered using solar panels in India, is carbon neutral, and has an extensive CSR program contributes to bonding. However, we recognise the need for continuous efforts to foster deeper connections and inclusivity across all teams.
3. The Drive to Comprehend
This drive refers to employees’ desire to understand their environment, learn new skills, and engage in meaningful work. According to the HBR research, organisations must provide opportunities for growth, challenging tasks, and ongoing learning to satisfy this drive.
Gislen Software has consistently focused on creating meaningful, challenging work that stimulates intellectual curiosity and professional growth. Our collaborative auditing approach, regular workshops, continuous learning programmes, and involvement in impactful projects exemplify this effort. Still, we realise the importance of consistently refreshing and expanding these opportunities, ensuring our employees remain intellectually stimulated and professionally fulfilled.
4. The Drive to Defend
The HBR article highlights the importance of creating an organisational culture of fairness, transparency, and trustworthiness to fulfil employees’ drive to defend. Employees must feel secure and see the organisation as just and transparent.
At Gislen Software, we prioritise transparent, fair, and just processes. Clear communication about company goals, transparent decision-making processes, and ethical practices are at the core of our organisation. Initiatives like our commitment to carbon neutrality and community engagement demonstrate our defence of core values. We have been an ISO 9000-certified company for many years. In 2024, we also took the initiative to pursue ISO 14000 and just got our certification cleared by DNV.
At Gislen Software, these initiatives are not a matter of virtue signalling, but we always want to genuinely involve ourselves in whatever we do. Nevertheless, we remain vigilant in upholding and strengthening these processes, continually addressing areas for further enhancement to ensure our employees consistently feel secure and valued.
Why a Holistic Approach Matters
The research by Nohria and colleagues emphasises the significant impact of addressing all four emotional drives simultaneously. A company performing moderately well (50th percentile) in employee motivation improves marginally by enhancing just one drive but significantly—up to the 88th percentile—when addressing all four drives collectively.
At Gislen Software, we hope that our holistic approach encompasses transparent reward systems (acquire), a vibrant, collaborative culture (bond), meaningful and intellectually stimulating work (comprehend), and transparent, fair organisational practices (defend). Our commitment to continuously improving these areas reinforces motivation, ensuring high employee engagement, satisfaction, responsibility, and retention.
The Critical Role of Managers
Managers at Gislen Software are instrumental in implementing these motivational strategies locally. Recognising that organisational policies alone are insufficient, our managers actively use the levers within their control—individual recognition, fostering team spirit, creating meaningful tasks, and ensuring transparent decision-making—to motivate their teams effectively. Our open-door policy and collaborative management style encourage frequent communication and rapid resolution of concerns, further supporting employee motivation.
Continuous Improvement
While Gislen Software has made significant strides in employee motivation, we remain committed to ongoing improvements. Understanding and addressing our employees’ emotional drives is a continuous process deeply embedded in our organisational culture. By embracing insights from research and consistently applying them to our practices, we are dedicated to ensuring Gislen Software remains a thriving, motivating, and fulfilling workplace.
Conclusion
Understanding and meeting employees’ fundamental emotional drives enhances individual motivation, organisational success, and sustainability, benefiting everyone involved. At Gislen Software, our genuine commitment to employee motivation has resulted in low attrition and a team capable of consistently delivering high-value solutions. If you are looking for a reliable, motivated team to help your business thrive, we invite you to reach out and experience the Gislen Software difference firsthand.
Reference
Nohria, N., Groysberg, B., & Lee, L. (2007). Employee Motivation, A Powerful Model. Harvard Business Review, July–August 2008.