Variations in Motivation According to Context
Q:
How do you deal with fundamental attribution error in motivation? Does the fact that people behave differently in context impact motivation needs in context?
John
A:
Hi John—
I’m not sure I totally understand your question, but let me give it a try. If I’ve missed the mark, please come back with clarification.
I don’t find that the drivers of motivation vary with context. I do find that they vary by individual: different people are motivated by different things. Some work environments, some contexts, are closely aligned with some people’s drivers, but not with others. As a result, in any given context, people who are aligned with the characteristics of that environment are more likely to be motivated than others.
If leaders don’t have a good understanding of what matters to employees, they won’t understand why people are or are not motivated.
Does that help?
Sincerely,
Tammy
The Generations in Brazil
Q:
Hi Tammy!
I read an article on the magazine HSM Management here in Brazil where I could read also an interview you gave about Generation Y and the generation conflits in the companies nowadays.
Then I’d like you to answer one of my questions: are the situation and the results the same for this age group in emerging countries, like in Brazil? Because here these young people started working before, when they were 17 years old usually, so could this fact influence anyway?
Thanks for your attention!
Thaís
A:
Dear Thais,
Because the generations are shaped by the events that occurred during their formative years (roughly ages 11 - 14+), they vary significantly from country to country around the world.
A summary of my research on Brazil is included, below. I hope you find it helpful.
Warmly,
Tammy
Brazil
The four generations in Brazil’s workforce today developed under conditions spanning from the Vargas dictatorship of the 1940’s, through the military coup of the 1960’s, to today’s democratic government. Under these varying political environments, young people’s early experiences with authority and views of institutions were significantly different, as were the economic opportunities they were able to pursue. They developed different attitudes toward risk, varying investment horizons, and a range of expectations toward the workplace.
During the Traditionalist’s formative years in the 1940’s and 1950’s, Vargas’ rule nationalized natural resources, created the country’s first industrialization plan, and saw the growth of small local industry. However, after his death in 1956, a rapid influx of foreign investment and capital rapidly shrank domestic industry. This generation grew up accustomed to a dominant authority, with modest expectations. Members had limited expertise or confidence in how to build a business; most were more comfortable being part of the multinational enterprises that dominated the economy after Vargas’ rule.
The economy struggled during the 1960’s and 1970’s, marked by hyperinflation. A right-wing military coup d’état expanded the executive branch’s powers, giving the leaders unchecked authority over the country’s direction and radicalizing a generation of left-wing student groups in opposition. This generation of Boomers developed idealism for a better future and an anti-authoritarian point of view, although most were cautious about expressing their true feelings. Worried about the economy and in constant fear of hyperinflation, this generation developed a short-term orientation and became excessive consumers.
The economy continued to struggle in the late 1970’s and 1980’s, resulting in strikes for higher wages. Opposition to authority became more vocal and widespread. Civilians protested to end the military government rule and demand a direct vote. In 1989, the first democratically elected president in 29 years brought free trade and privatization, although the transition was fiscally arduous. This difficult path left members of Generation X risk-adverse, with a strong sense of self-reliance and a strong commitment to their families.
From the mid-1990’s forward, Brazil’s economy has stabilized and grown. Brazil has emerged as a major player on the world stage with strengthening international relations, although charges of corruption have tainted the local government. Generation Y’s developed with excitement about participating in the global economy and proud of Brazil’s emerging international status. Although disdainful of politics, this generation is optimistic and immediate, with a desire to make things better and gain success now. Like other Gen Y’s around the world, they grew up as “digital natives,” highly comfortable with today’s technology.
The Generations in Eastern Europe
Q:
I have some associates on a team that are from a few Eastern European countries. They don’t feel like they fit the “American definition” of the generations. Do you have any information on the generations of other countries?
Thanks,
Lisa
A:
Hi Lisa,
I don’t think that the characterization of generations in the U.S. extends around the world. Generations are shaped by the events that happened during an individual’s formative years (roughly ages 11-14+). The events that were occuring in Eastern Europe over the last half century were very different from the events in the United States during this same period.
I haven’t studied most of the Eastern European countries in detail, however, I’ve included (below) a short piece on the generations in Russia that illustrates some of the differences. I hope this helps.
Warmly,
Tammy
Russia
As World War II came to an end, Russia was part of the Union of Soviet Socialist Republics (USSR), a strict socialist society under Stalin. Conditions in the 1940s and early 1950s were extremely difficult: starvation, forced labor and ethnic persecution. The generation shaped during these years was fatalistic, enduring, and hard-working. They developed a practical attitude and became savvy about affiliating with the “right” people, always cognizant of the dominant authority of the Communist Party. After Stalin death, Khrushchev assumed power and liberalized some policies.
“Khrushchev’s Thaw” continued into the 1960s, easing life slightly. Within the country, opportunities became available for the best and brightest. The generation shaped during the 1960s and 1970s developed a strong sense of competition—the system selected who would advance educationally and politically. They saw the escalation of the Cold War, including the Cuban Missile Crisis, Brezhnev’s investments to build the country’s military-industrial complex, and the Soviet invasion of Afghanistan. Soviet Yuri Gagarin became the first man in space. This generation developed a sense of patriotism and pride at USSR’s leadership role on the world stage. The lingering scars from the trauma of the war made many women possessive mothers.
In the late 1970s, 1980s and early 1990s, President Gorbachev brought political openness and economic reforms – glasnost and perestroika – to the country. Western relations improved, the Afghanistan occupation ended. In late 1991, Gorbachev dissolved the USSR and established the Commonwealth of Independent States. Yeltsin becomes president of newly formed Russian Republic and instituted a dramatic set of free market reforms. The generation shaped during these years is independent and self-reliant, often with a sense of hyper-responsibility for caring for their parents, still struggling with the psychological aftermath of the war. This generation tends to be entrepreneurial, willing to assume risk, and eager to generate wealth quickly in the rapidly-changing economy. This is a pragmatic generation, short-term oriented and able to deal with chaotic conditions.
The events of the mid-1990s through the late 2000s were marked by a significant economic downturn through the 1990s, followed by a rapid boom in the early 2000s, creating an uneven distribution of wealth. The generation shaped during these years is optimistic for the future, sees opportunity in the more open economy, and is hard-working and willing to sacrifice work-life balance for career advancement. During these years, Prime Minister Putin centralized power in Moscow, took a hard-line stance against Chechnya’s desire for independence, and sent tanks to support Georgian-attacked separatist regions and severs diplomatic ties with Georgia. The violence, including the Beslan school massacre, left this generation feeling a sense of immediacy like many of its contemporaries around the globe.
The Impact of “Mass Career Customization” on Gen X and Gen Y
Q:
Hi Tammy-
I am curious for your thoughts on how a program such as “mass career customization” might influence the loyalty of gen X and y associates to thier companies. There does not seem to be any long-term research to show its impacts, so would love to hear your initial views on this.
Thanks so much.
Laura
A:
Hi Laura,
I’m a big fan of the Mass Career Customization approach and believe it will have a positive impact on the loyalty of Gen X and Gen Y associates to their companies. (For anyone who is not familiar with this, I recommend the book by this title, available on Amazon.) Both generations value choice and flexibility, which is what this approach provides.
All the best,
Tammy
Finding Work that Is Financially and Emotionally Attractive
Q:
Hi Tammy,
Let me congratulate you for your excellent posts on Harvard. In fact, one post titled “When to Keep Your Mouth Shut” compelled me to read all of your articles that you have posted.
Further, the curiosity in me took me further to know more about you and your work in detail and found your site and here am writing a mail to you.
Tammy, i feel i’m a fix right now. For close to 6 years, I have been working as a Transcriptionist here in India and in the in between years of my six year tenure, i happened to learn and work as an Online Brand Manager (SEO/SEM/PPC) with a firm. Due to a major difference with my manager I quit that job and took up the same old Transcriptionist job.
Right now, i feel and i think that i would excel more (Financially/Emotionally) in Online space than in Transcription space….Could you please help me as to what should be the right thing to do now?
Thanks in advance.
Regards,
Shesgiri
A:
Dear Shesgiri,
How lucky you are to have a good sense of the type of work that you find fulfilling. I’m such a strong believer in the importance of finding your “Life Lure”—the work that will engage you.
Now you need to find that work. I encourage you to begin an active process to find another opportunity to work as an Online Brand Manager.
Good luck and best wishes,
Tammy
