The imperative need for increasing project managers' motivation is a major concern for organizations. We developed and evaluated an integrated model of factors influencing project managers' motivation, the ‘Motivational Factor Inventory’ (MFI). The MFI consists of 47 items grouped in 6 motivational dimensions. These dimensions are: 1) interpersonal interaction, 2) task, 3) general working conditions, 4) empowerment, 5) personal development, and 6) compensation. Results of this study showed that the MFI was a valid instrument and that all identified items were relevant for project managers' motivation. A clearly defined, interesting task, working with a supportive and goal oriented team, getting the necessary information and financial and personnel resources, and having the possibility to influence important decisions have been identified as the most important motivators for project managers working in Switzerland. Factors related to compensation were the least important motivators. Results are discussed, and practical conclusions and recommendations for further research are formulated.
All over the world, projects have become a means to enhance organizational performance and competitiveness (Gällstedt, 2003). The use of project work is a clear trend in businesses and organizations, which makes project management a rapidly developing discipline in modern service societies (Belout and Gauvreau, 2004; Ekstedt et al., 1999). Despite the developments in project management, 65% of today's projects do not reach their objectives (Hass, 2007). Productivity surveys and war game exercises conducted by DeMarco and Lister (1999) amongst more than 500 IT project managers and team members showed that the absence of motivation is the most frequent cause of a project's failure. Motivation is seen as a central factor in successful project management (McConnell, 1996, Sharp et al., 2007 and Verma, 1996). Managers and employees who lack motivation perform poorly, even though they may have excellent technical and project management skills (Germann, 2004 and Wiley, 1997). Hence, the imperative need for discovering, comprehending, and increasing project managers' motivation is a major concern for organizations (Adams and Ruiz Ulloa, 2003, Kim, 2006 and Watson, 1994).
The goal of this study was to develop and empirically test an integrated model of motivational factors for project managers, the ‘Motivational Factor Inventory’ (MFI), and evaluate the importance of this inventory for project managers working in Switzerland. In the following, we will first emphasize on the importance of work motivation with a focus on project management, then present results from previous studies on work related motivators in general and for project managers in particular, before introducing the MFI and results of the empirical study.
This study presents an integrated model of motivators for project managers, the ‘Motivational Factor Inventory’ (MFI). Results showed that the MFI focuses on relevant motivators, and that the instrument is reliable and valid.
In general, an interesting task, a cohesive, goal oriented team, receiving the necessary resources, and the possibility to influence important decisions are the most important motivator for project managers in Switzerland. This underlines, that organizations can actively influence project managers' motivation. Results also showed that differences in personal variables (such as age, satisfaction with salary) influenced the evaluation of some motivational factors. In addition, it can be assumed, that contextual differences (e.g., culture, education, working conditions) as well as functional differences (e.g., project manager vs. line manager; IT project manager vs. business project manager) influence the evaluation of the MFI. Future research needs to address these important questions related to personal, contextual, and functional variables with regard to project managers' motivation. Answers to these and other questions are highly relevant for practitioners and management educators as they would provide important insights on how different groups of managers in different contexts can be motivated effectively.
