The core of the equity theory is the principle of balance or equity.

As per
this motivation theory, an individual’s motivation level is correlated to
his perception of equity, fairness and justice practiced by the
management. Higher is individual’s perception of fairness, greater is the
motivation level and vice versa. While evaluating fairness, employee
compares the job input (in terms of contribution) to outcome (in terms of
compensation) and also compares the same with that of another peer of
equal cadre/category. D/I ratio (output-input ratio) is used to make such
a comparison.

adams' equity theory

j stacey adams - equity theory on job motivation

John Stacey Adams, a workplace and behavioural psychologist, put
forward his Equity Theory on job motivation in 1963. There are
similarities with Charles Handy's extension and interpretation of
previous simpler theories of Maslow, Herzberg and other pioneers of
workplace psychology, in that the theory acknowledges that subtle and
variable factors affect each individual's assessment and perception of
their relationship with their work, and thereby their employer. However,
awareness and cognizance of the wider situation - and
crucially comparison - feature more strongly in Equity Theory than in
many other earlier motivational models.
The Adams' Equity Theory model therefore extends beyond the
individual self, and incorporates influence and comparison of other
people's situations - for example colleagues and friends - in forming a
comparative view and awareness of Equity, which commonly manifests
as a sense of what is fair.
When people feel fairly or advantageously treated they are more likely
to be motivated; when they feel unfairly treated they are highly prone to
feelings of disaffection and demotivation. The way that people measure
this sense of fairness is at the heart of Equity Theory.
Equity, and thereby the motivational situation we might seek to assess
using the model, is not dependent on the extent to which a person
believes reward exceeds effort, nor even necessarily on the belief that
reward exceeds effort at all. Rather, Equity, and the sense of fairness
which commonly underpins motivation, is dependent on the comparison
a person makes between his or here reward/investment ratio with the
ratio enjoyed (or suffered) by others considered to be in a similar
situation.

adams' equity theory

Adams called personal efforts and rewards and other similar 'give and
take' issues at work respectively 'inputs' and 'outputs'.
Inputs are logically what we give or put into our work. Outputs are
everything we take out in return.
These terms help emphasise that what people put into their work
includes many factors besides working hours, and that what people
receive from their work includes many things aside from money.
Adams used the term 'referent' others to describe the reference points
or people with whom we compare our own situation, which is
the pivotal part of the theory.
Adams Equity Theory goes beyond - and is quite different from merely
assessing effort and reward. Equity Theory adds a crucial additional
perspective of comparison with 'referent' others (people we consider in a
similar situation).
Equity theory thus helps explain why pay and conditions alone do
not determine motivation.
In terms of how the theory applies to work and management, we each
seek a fair balance between what we put into our job and what we get
out of it. But how do we decide what is a fair balance?
The answer lies in Equity Theory. Importantly we arrive at our measure
of fairness - Equity - by comparing our balance of effort and reward, and
other factors of give and take - the ratio of input and output - with the
balance or ratio enjoyed by other people, whom we deem to be relevant
reference points or examples ('referent' others).
Crucially this means that Equity does not depend on our input-to-
output ratio alone - it depends on our comparison between our ratio
and the ratio of others.
We form perceptions of what constitutes a fair ratio (a balance or trade)
of inputs and outputs by comparing our own situation with other
'referents' (reference points or examples) in the market place as we see
it.
In practice this helps to explain why people are so strongly affected by
the situations (and views and gossip) of colleagues, friends, partners etc.,
in establishing their own personal sense of fairness or equity in their
work situations.
Adams' Equity Theory is therefore a far more complex and
sophisticated motivational model than merely assessing effort
(inputs) and reward (outputs).
The actual sense of equity or fairness (or inequity or unfairness) within
Equity Theory is arrived at only after incorporating a comparison
between our own input and output ratio with the input and output ratios
that we see or believe to be experienced or enjoyed by others in similar
situations.
This comparative aspect of Equity Theory provides a far more fluid and
dynamic appreciation of motivation than typically arises in motivational
theories and models based on individual circumstance alone.
 For example, Equity Theory explains why people can be happy and
motivated by their situation one day, and yet with no change to their
terms and working conditions can be made very unhappy and
demotivated, if they learn for example that a colleague (or worse an
entire group) is enjoying a better reward-to-effort ratio.
It also explains why giving one person a promotion or pay-rise can have
a demotivating effect on others.
Note also, importantly, that what matters is the ratio, not the amount of
effort or reward per se. This explains for example why and how full-time
employees will compare their situations and input-to-output ratios with
part-time colleagues, who very probably earn less, however it is the ratio
of input-to-output - reward-to-effort - which counts, and if the part-timer
is perceived to enjoy a more advantageous ratio, then so this will have a
negative effect on the full-timer's sense of Equity, and with it, their
personal motivation.
Remember also that words like efforts and rewards, or work and pay, are
an over-simplification - hence Adams' use of the terms inputs and
outputs, which more aptly cover all aspects of what a person gives,
sacrifices, tolerates, invests, etc., into their work situation, and all
aspects of what a person receives and benefits from in their work and
wider career, as they see it.

inputs equity outputs

dependent on comparing
own ratio of input/output
with ratios of 'referent'
others

Inputs are typically: effort, loyalty, People need to feel that Outputs are typically all financial rewards - pay, salary, expenses, perks, benefits, pension
hard work, commitment, skill, there is a fair balance intangibles - recognition, reputation, praise and thanks, interest, responsibility, stimulu
ability, adaptability, flexibility, between inputs and outputs. achievement and advancement, promotion, etc.
tolerance, determination, heart and Crucially fairness is
soul, enthusiasm, trust in our boss measured by comparing
and superiors, support of colleagues one's own balance or ratio
and subordinates, personal sacrifice, between inputs and outputs,
etc. with the ratio enjoyed or
endured by relevant
('referent') others.

If we feel are that inputs are fairly rewarded by outputs

(the fairness benchmark being subjectively perceived from market
norms and other comparable references) then generally we are happier in
our work and more motivated to continue inputting at the same level.
If we feel that our ratio of inputs to outputs is less beneficial than the
ratio enjoyed by referent others, then we become demotivated in relation
to our job and employer.
People respond to a feeling of inequity in different ways.
Generally the extent of demotivation is proportional to the perceived
disparity with other people or inequity, but for some people just the
smallest indication of negative disparity between their situation and
other people's is enough to cause massive disappointment and a feeling
of considerable injustice, resulting in demotivation, or worse, open
hostility.
Some people reduce effort and application and become inwardly
disgruntled, or outwardly difficult, recalcitrant or even disruptive. Other
people seek to improve the outputs by making claims or demands for
more reward, or seeking an alternative job.
Understanding Equity Theory - and especially its pivotal comparative
aspect - helps managers and policy-makers to appreciate that while
improving one person's terms and conditions can resolve that
individual's demands (for a while), if the change is perceived by other
people to upset the Equity of their own situations then the solution can
easily generate far more problems than it attempted to fix.
Equity Theory reminds us that people see themselves and crucially the
way they are treated in terms of their surrounding environment, team,
system, etc - not in isolation - and so they must be managed and treated
accordingly.

A free fully detailed diagram similar to the image below explaining

Adam's Equity Theory is available in various formats.
When using or referring to the diagram emphasise that the
calibration of the scales - the comparison of input/output ratios - is
the crucial aspect, not merely a judgement of whether rewards are
appropriate for efforts:
Adams' Equity Theory diagram (mono pdf)
Adams Equity Theory diagram (mono doc)
Adams Equity Theory (colour pdf)
Adams Equity Theory diagram (colour doc)
click to enlarge

This interpretation of Adams' Equity Theory was updated and improved

in December 2007. The previous summary failed to emphasise the
pivotal significance of the comparative aspect within the theory. Thanks
NT for your guidance in making these improvements.

see also

 Adair's Action-Centred Leadership Model - its systemic approach

very relevant to Equity Theory
  Personality Theories and Types - Jung, Myers Briggs, Keirsey,
Belbin, etc
 Charles Handy
 Maslow's Hierarchy of Needs
 McGregor's X-Y Theory
 McClelland's Motivational Theory
 Teambuilding and motivational activities, for example
the Hellespont Swim case study and exercise
 Free online resources section, which includes many other useful free
training materials, management tools, tests and diagrams.

authorship/referencing
© JS Adams original Equity Theory concept; Alan Chapman review,
code, design 1995-2014
Please see additional referencing/usage terms below.

motivational theory

employee motivation theory - team building activities, workshops,

inspirational quotes, and the power of positive experience
Alignment of aims, purpose and values between staff, teams and
organization is the most fundamental aspect of motivation. The better
the alignment and personal association with organizational aims, the
better the platform for motivation.
Where people find it difficult to align and associate with the
organizational aims, then most motivational ideas and activities will
have a reduced level of success.
Motivation is a complex area. It's different for each person. See
the personality materials for useful explanation about different
motivational needs.
Erik Erikson's life stage theory is useful for understanding people's
different motivational needs according to life stage. And the experiential
learning section explains the difference between 'demotivational
training', and 'motivational learning', and a guide to facilitating
experiential learning activities.
Nudge theory is a powerful change-management concept which emerged
in the early 2000s. It's extremely helpful in understanding, teaching, and
to a degree managing the ways that people's thinking and decisions are
influenced by indirect factors, rather than direct pressure.
Motivational receptiveness and potential in everyone changes from day
to day, from situation to situation. Get the alignment and values right,
and motivational methods work better. Motivational methods of any sort
will not work if people and organisation are not aligned. People are
motivated towards something they can relate to and something they can
believe in. Times have changed. People want more. You should view the
following motivational methods and ideas as structures, activities and
building blocks, to be used when you have a solid foundation in place.
The foundation is a cohesive alignment of people's needs and values
with the aims and purpose of the organization. Refer to the
Psychological Contract, and people-organization alignment and
motivation.

motivational methods and theory - assuming people and organization are

aligned
Motivational and inspirational quotes, poems, posters, motivational
speakers and stories, team building games and activities, all develop
employee motivation for sales and business staff in all kinds of
organizations. Motivational and inspirational experiences improve
employees' attitudes, confidence and performance.
Good leadership demands good people-motivation skills and the use of
inspirational techniques. Motivational methods are wide-ranging, from
inspirational quotes and poems, to team building games and activities, as
ice-breakers, warm-ups and exercises for conferences, workshops,
meetings and events, which in themselves can often be helpful for staff
motivation too. See the motivation principles and template for staff
motivation questionnaires and surveys. Motivation is an essential part
of life coaching processes and techniques too. Motivated people perform
better - see McGregor's XY Theory for example. People playing games
or competing in teams learn about each other, they communicate better
and see each other in a new light. Mutual respect grows. See the Johari
Window theory for example. People often enjoy events which include
new non-work activities, especially when bosses and superiors take part
in the same teams as their junior staff, which also helps cohesiveness
and 'can-do' culture. Inspirational quotes, stories and poems all help
motivation too. Powerful positive imagery stimulates visualisation in the
conscious and sub-conscious brain, which encourages self-motivation,
developmental behaviour, confidence and belief. Playing games enables
people to experience winning and achieving in a way that their normal
work might not. People become motivated to achieve and do better when
they have experienced the feelings of success and achievement,
regardless of context. This is why fire-walking and outward-bound
activities have such powerful motivational effect. All of these ideas, and
more explained below, contribute to improving motivation, inspiration
and performance.
Here is the theory of how team building games, activities like juggling
develop motivation, positive images in quotes and stories, inspirational
posters, quotations, motivational speakers, team workshops and
brainstorming, etc., all help to strengthen relationships, build
understanding, increase motivation and improve performance:

how games and other inspirational references and activities help

motivation and motivational training
Work and business-based training commonly concentrates on process,
rules, theory, structure and logic, all of which tend to develop and use
the left-side of the brain. However, modern successful organizations
rely just as heavily on their people having well-developed 'soft' skills
and attributes, such as self-motivation, confidence, initiative, empathy
and creativity, which all tend to use the right-side of the brain. For
more information about brain type and bias see the Benziger
theorysection, for example. Using games and activities like juggling
helps to unleash right-side brain skills, because these activities
necessarily draw on a person's intuitive, spatial and 'feeling' capabilities
- found in the the right-side of the brain.
See the section on Experiential Learning and the guide to facilitating
experiential learning activities - it contains many of the principles
explained here.

Thanks to Jim Barker - Reproduction of this cartoon is expressly

forbidden without permission from Jim Barker

Also, using activities and references that take people out of their normal
work environment creates new opportunities for them to experience
winning, achievement, team-working, learning and personal
development, in ways that are often not possible in their usual work
context. Experiencing these positive feelings is vital for the conscious
and sub-conscious visualisation of success and achievement, essential
for broadening people's horizons, raising their sights, setting new
personal standards and goals, and increasing motivation. The use of role
playing games and role play exercises is an especially effective
motivational and visualisation technique, despite people's normal
aversion to the practice (see the role playing games and activities tips to
see how to manage role-playing activities successfully).
Inspirational references, stories, quotes and examples also help the life
coaching process.

ice-breakers and warm-ups for motivation

When a group or team of people assemble for a conference, or training
course, there is always a feeling of uncertainty and discomfort. Even if
people know each other, they feel uncomfortable in the new strange
situation, because it is different. Mankind has evolved partly because of
this awareness to potential threats and fear of the unknown. Games and
team building activities relax people, so that they can fully concentrate
on the main purpose of the day, whatever it is, rather than spending the
morning still wondering what everyone else is thinking. See the stress
theory section for examples. Activities and games are great levellers -
they break down the barriers, and therefore help develop rapport and
relationships.

building confidence for motivation

Learning something new and completely different liberates the mind.
Facing a challenge, meeting it and mastering it helps build confidence.

motivational team building

When you break down barriers, misunderstandings, prejudices,
insecurities, divisions, territories and hierarchies - you begin to build
teams. Get a group of people in a room having fun with juggling balls or
spinning plates and barriers are immediately removed. Teams unite and
work together when they identify a common purpose - whether the aim
is the tallest tower made out of newspapers, or a game of rounders on the
park. Competition in teams or groups creates teams and ignites team
effort.

motivational coaching and training motivation

Learning to juggle or some other new activity demonstrates how we
learn, and how to coach others. Breaking new tasks down into stages,
providing clear instructions, demonstration, practice, time and space to
make mistakes, doing it one stage at a time..... all the essential training
and coaching techniques can be shown, whether juggling is the vehicle
or some other team-building idea, and the learning is clearer and more
memorable because it is taken out of the work context, where previously
people 'can't see the wood for the trees'. Games and activities provide a
perfect vehicle for explaining the training and development process
('train the trainer' for example) to managers, team leaders and trainers.

personal motivation styles and learning motivation

Everyone is different. Taking part in new games and activities outside of
the work situation illustrates people's different strengths and working
style preferences. Mutual respect develops when people see skills and
attributes in others that they didn't know existed. Also, people work and
learn in different ways, see the Kolb learning style model and Benziger
thinking styles model for examples.

continual development and motivation

Learning and taking part in a completely new activity or game like
juggling demonstrates that learning is ongoing. The lessons never finish,
unless people decide to stop learning. Juggling the basic 'three ball
cascade' pattern doesn't end there - it's just a start - as with all learning
and development. Master juggler Enrico Rastelli practiced all the
daylight hours juggling ten balls. Introducing people, staff or employees
to new experiences opens their minds to new avenues of personal
development, and emphasises the opportunity for continuous learning
that is available to us all.

improving empathy and communications for motivation

"Seek first to understand, and then to be understood." (Steven Covey).
See the Seven Habits Of Highly Effective People summary and review.
To communicate we must understand the other person. Empathy and
intuitive skills are right-side brain. Conventional classroom training or
distance learning do nothing to address this vital area. Juggling and
playing spontaneous or creative games definitely promote development
and awareness in the right-side of the brain, which we use when we
communicate and understand others. Team activities and games promote
communications and better mutual understanding - essential for good
organizational performance (see the Johari Window model and theory).

motivation and creativity

Creativity and initiative are crucial capabilities for modern
organizational effectiveness. Juggling and other games activities dispel
the notion that actions must be according to convention, and that
response can only be to stimulus. Successful organizations have staff
that initiate, create, innovate, and find new ways to do things better,
without being told. Using mind and body together in a completely new
way encourages pro-active thought and lateral thinking, which opens
people's minds, and develops creative and initiative capabilities. See
the brainstorming process, which integrates well with team building
activities and workshops. See also the workshops process and ideas.

motivation for problem-solving and decision-making

Problem-solving is integral to decision-making - see the problem-
solving and decision-making section. Learning to juggle or taking part in
new challenging stimulating activities uses the intuitive brain to solve
the problem, the same part that's vital for creatively solving work
problems. People who can solve problems creatively can make decisions
- and organizations need their staff and employees to have these
abilities.

physical activity is motivational

Team building activities like juggling, construction exercises, or outdoor
games, get the body moving, which is good for general health and for an
energetic approach to work. A minute of juggling three balls is 200
throws, the equivalent of pumping over 20 kilos. Physical activity also
provides significant stress relief, and stress management is part of every
organisation's duty of care towards its employees. People concentrate
and work better when they have had some light exercise and physical
stimulus. Physical activity energises people and reduces stress and
tension. See details on the stress section.

team building workshops are empowering and motivational

See the section on workshops. Workshops are good vehicles for team
building games and activities, and also great for achieving team
consensus, collective problem-solving, developing new direction and
strategy, and to support the delegation and team development process
(see the Tannenbaum and Schmidt Continuum for example).

team building games and activities are motivational

Learning new things - even simple skills like plate-spinning - help to
build confidence, promote team-working and unleash creativity. Taking
part in workshops and brainstorming sessions are empowering activities.
Combine all three and it's even more effective for team building,
development and motivation. See particularly the 'Hellespont Swim' case
study and exercise.
If you think about it, all manner of left-side-brain conventional training
and business skills can be integrated within an innovative,
participative right-side-brain activity-based approach, to increase
interest, participation, involvement, retention and motivation.

saying thanks is hugely motivational

Saying thanks and giving praise are the most commonly overlooked and
under-estimated ways of motivating people. And it's so easy. Saying
thanks is best said naturally and from the heart, so if your intentions are
right you will not go far wrong. When you look someone in the eye and
thank them sincerely it means a lot. In front of other people even more
so. The key words are the ones which say thanks and well done for
doing a great job, especially where the words recognise each person's
own special ability, quality, contribution, effort, whatever. People
always appreciate sincere thanks, and they appreciate being valued as an
individual even more. When you next have the chance to thank your
team or an individual team-member, take the time to find out a special
thing that each person has done and make a point of mentioning these
things. Doing this, the praise tends to carry even greater meaning and
motivational effect.

motivational quotes - using inspirational quotations and sayings is

motivational
Inspirational quotations, and amusing maxims and sayings are
motivational when used in team building sessions, conferences, speeches
and training courses. Inspirational quotes contribute to motivation
because they provide examples and role models, and prompt
visualization. Inspirational quotes stimulate images and feelings in the
brain - both consciously and unconsciously. Powerful positive imagery
found in motivational quotations and poems is genuinely motivational
for people, individually and in teams, and can help to build confidence
and belief. Inspirational examples motivate people in the same way that
the simple 'power of positive thinking', and 'accentuate the positive'
techniques do - people imagine and visualisethemselves behaving in the
way described in the quotation, saying, story or poem. Visualization is a
powerful motivational tool - quotes, stories and poems provide a very
effective method for inspiring and motivating people through
visualization, imagination and association. See the stories section,
and 'If', Rudyard Kipling's famous inspirational poem.
Here are a few motivational quotes, relating to different situations and
roles, for example; achievement, management, leadership, etc. When
using quote for motivation it's important to choose material that's
relevant and appropriate. Motivational posters showing inspirational
quotes or poems can be effective for staff and employee motivation, and
in establishing organizational values. There are more quotations about
inspiration and achievement on the quotes section. These quotes all
make effective motivational posters (see the free posters page), and are
excellent materials for motivational speakers:

motivational quotes
"We cannot solve our problems with the same level of thinking that
created them." (Albert Einstein)
"It is amazing what you can accomplish if you do not care who gets the
credit." (President Harry S Truman)
"In the midst of winter, I finally learned that within me there lay an
invincible summer." (Albert Camus, 1913 - 1960, French author &
philosopher)
"If you're not part of the solution you must be part of the problem." (the
commonly paraphrased version of the original quote: "What we're
saying today is that you're either part of the solution, or you're part of the
problem" by Eldridge Cleaver 1935-98, founder member and
information minister of the Black Panthers, American political activist
group, in a speech in 1968 - thanks RVP)
"A dream is just a dream. A goal is a dream with a plan and a deadline."
(Harvey Mackay - thanks Brad Hanson)
"I have learned that success is to be measured not so much by the
position that one has reached in life as by the obstacles overcome while
trying to succeed." (Booker T Washington, 1856-1915, American
Educator and African-American spokesman, thanks for quote M
Kincaid, and for biography correction M Yates and A Chatterjee)
"Most people never run far enough on their first wind to find out they've
got a second. Give your dreams all you've got and you'll be amazed at
the energy that comes out of you." (William James, American
Philosopher, 1842-1910 - thanks Jean Stevens)
"Whatever you can do - or dream you can, begin it. Boldness has genius,
power and magic in it." (Johann Wolfgang von Goethe, German writer,
1749-1832 - thanks Yvonne Bent)
"A dwarf standing on the shoulders of a giant may see farther than the
giant himself." (Didacus Stella, circa AD60 - and, as a matter of interest,
abridged on the edge of an English £2 coin)
"If I have seen further it is by standing on the shoulders of giants." (Sir
Isaac Newton, 1676.)
"The most important thing in life is not to capitalise on your successes -
any fool can do that. The really important thing is to profit from your
mistakes." (William Bolitho, from 'Twelve against the Gods')
"Out of the night that covers me,
Black as the pit from pole to pole,
I thank whatever gods may be,
For my unconquerable soul.
In the fell clutch of circumstance,
I have not winced nor cried aloud:
Under the bludgeonings of chance my head is bloody but unbowed . . . .
.
It matters not how strait the gait, how charged with punishments the
scroll,
I am the master of my fate: I am the captain of my soul."
(WE Henley, 1849-1903, from 'Invictus')
"Management means helping people to get the best out of themselves,
not organising things." (Lauren Appley)
"It's not the critic who counts, not the one who points out how the strong
man stumbled or how the doer of deeds might have done them better.
The credit belongs to the man who is actually in the arena; whose face is
marred with the sweat and dust and blood; who strives valiantly; who
errs and comes up short again and again; who knows the great
enthusiasms, the great devotions and spends himself in a worthy cause
and who, at best knows the triumph of high achievement and who at
worst, if he fails, at least fails while daring greatly so that his place shall
never be with those cold and timid souls who know neither victory nor
defeat." (Theodore Roosevelt, 23 April 1923.)
"The world is divided into people who do things, and people who get the
credit. Try, if you can, to belong to the first class. There's far less
competition." (Dwight Morrow, 1935.)
"What does not kill us makes us stronger." (attributed to Friedrich
Nietzsche, probably based on his words: "Out of life's school of war:
What does not destroy me, makes me stronger." from The Twilight of
the Idols, 1899)
"A life spent in making mistakes is not only more honourable but more
useful than a life spent doing nothing." (George Bernard Shaw, 1856-
1950.)
"I praise loudly. I blame softly." (Catherine the Great, 1729-1796.)
More are on the inspirational quotes page, and a more varied selection
including funny sayings are on the sayings and maxims page.

motivational ideas for sales managers for sales teams

(These principles are applicable to all job roles subject to the notes at
the end of this item.)
Motivation of sales people commonly focuses on sales results, but
nobody can actually 'do' a result. What matters in achieving results is
people's attitude and activity and the areas of opportunity on which
the attitude and activity is directed.
What sales people can do is to adopt a positive and creative attitude,
and carry out more productive and efficient activity, directed
on higher-yield strategic opportunities. By doing these things sales
people and sales teams will improve their results.
However the tendency remains for sales managers, sales supervisors and
team leaders (typically under pressure from above from executives who
should know better) to simply direct people to 'meet the target', or to
'increase sales', or worse still, to pressurise customers into accelerating
decision-making, which might work in the short-term but is extremely
unhelpful in the medium-term (when business brought forward leaves
gaps in the next months' forecasts), and damages the long-term (when as
a result of supplier-driven sales pressure, the customer relationship is
undermined or ruined).
Instead think about what really motivates and excites people, and focus
on offering these opportunities to sales people and sales teams, on an
ongoing basis. Don't wait until you find yourself 25% behind target with
only half of the year remaining, and with targets set to increase as well
in the final quarter.
People will not generally and sustainably improve their performance, or
attitude when they are shouted at or given a kick up the backside. People
will on the other hand generally improve their performance if
empowered to develop their own strategic capability and responsibility
within the organisation. Herzberg, Adams, Handy, Maslow, McGregor,
and every other management and motivation expert confirmed all this
long ago.
Sales teams generally comprise people who seek greater responsibility.
They also seek recognition, achievement, self-development and
advancement.
So if we know these things does it not make good sense to offer these
opportunities to them, because we know that doing so will have a
motivational effect on them, and also encourage them to work on
opportunities that are likely to produce increasing returns on their
efforts? Of course. So do it.
If you are managing a sales team try (gently and progressively)
exploring with the team how they'd like to develop their experience,
responsibilities, roles, status, value, contribution, within the business.
Include yourself in this. Usually far more ideas and activity come from
focusing on how the people would like to develop their roles and value
(in terms of the scale and sophistication of the business that they are
responsible for), rather than confining sales people to a role that is
imposed on them and which is unlikely to offer sustainable interest and
stimulation.
All businesses have many opportunities for new strategic growth
available. Yours will be no different.
Most employees are capable of working at a far higher strategic level,
developing ever greater returns on their own efforts.
Performance improvement is generally found through enabling people
and teams to discover and refine more productive and strategic
opportunities, which will lead to more productive and motivating
activities.
For example: reactive sales people are generally able to be proactive
account mangers; account managers are generally able to be major
accounts developers; major accounts developers are generally able to be
national accounts managers; national accounts mangers are generally
able to be strategic partner and channel developers; strategic partner and
channel managers are generally able to be new business sector/service
developers, and so on...
Again include yourself in this.
If necessary (depending on your organisational culture and policies seek
approval from your own management/executives for you to embark on
this sort of exploration of strategic growth. (If you are unable to gain
approval there are many other organisations out there who need people
to manage sales teams in this way....)
Obviously part of the approach (and your agreement with your people -
the 'psychological contract') necessarily includes maintaining and
meeting existing basic business performance target levels. This is
especially so since strategic growth takes time, and your business still
needs the normal day-to-day business handled properly. But people can
generally do this, ie., maintain and grow day-to-day performance while
additionally developing new higher-level strategic areas, because
genuinely motivated people are capable of dramatic achievements.
The motivation and capacity to do will come quite naturally from the
new responsibility and empowerment to operate at a higher level.
N.B. The principles described above generally apply to most other job
roles. People are motivated by growth and extra responsibility, while at
the same time the organisation benefits from having its people focus on
higher strategic aims and activities. Be aware however that people in
different roles will be motivated by different things, and particularly will
require different types of support and guidelines when being
encouraged to work at a higher strategic level. For example,
engineers require more detail and clarification of expectations and
process than sales people typically do; administrators are likely to
require more reassurance and support in approaching change than
sales people typically do.
For sure you should encourage and enable people to develop their roles,
but make sure you give appropriate explanation, management and
support for the types of people concerned.

Here are some classic motivation books, all related to motivational

theories featured on this website.

These books are linked to Amazon.co.uk.

I apologise to folk in other parts of the world. It is not practical to repeat
this display for all the different Amazon regions.
Unfortunately Amazon seem not to be capable (or suitably motivated) to
offer a system which automatically directs buyers to their local Amazon
website.
The Amazon commission goes towards the costs of running and
developing this website, thank you.

see also
Other useful motivational theories and materials on this website, for
example:

 The psychological contract

 Free motivational posters
 Adams' equity theory on job motivation
 Herzberg's motivational theory
 Mcgregor X-Y theory
 Mcclelland's achievement-motivation theory
 Maslow's hierarchy of needs
 Seven habits of highly effective people - overview and review
 Kipling's inspirational poem - If
 Leadership theories

authorship/referencing
Alan Chapman/Businessballs
Please see additional referencing/usage terms below.