We do not need to look back more than 2-3 decades in order to find a different form of relationship between employers and employees from what we have now. Back then, it was more widespread to have a form of psychological contract between the employer and the employee, which involved mutual dependence. This contract created a different kind of predictability, since both parties anticipated a long-term relationship – a golden watch in exchange for hard work and vice versa.
From the 90’s onwards, there was an increasing need for market flexibility, driven by the employers that weakened the psychological contract. It became clearer and more common that employees could no longer expect a safe long-term employment. Gradually, the opposite also occurred – employers could no longer count on a long-term, determined commitment from their employees.
We now find ourselves in a time when we are more than ever relying on the ability to understand what motivates employees, which is rarely about different bonus programs, although this is sometimes the case. More often, an entirely different approach is required in order to find the key to responding to the values and motivations of different employees.
Highly motivated employees with the right skills perform better than employees with similar abilities and an average motivation level. Finding the key to motivating and engaging employees towards overall goals is a "make or break" factor for the future of businesses in all segments.