Motivated behaviour is goal-directed, purposeful behaviour, and no human behaviour
occurs without some kind of motivation underpinning it. In aircraft maintenance,
engineers are trained to carry out the tasks within their remit. However, it is largely
their motivation which determines what they actually do in any given situation. Thus,
“motivation reflects the difference between what a person can do and what he will
do”1.
Motivation can be thought of as a basic human drive that arouses, directs and sustains all
human behaviour. Generally we say a person is motivated if he is taking action to achieve
something.
Motivation is usually considered to be a positive rather than a negative force in that it
stimulates one to achieve various things. However just because someone is
motivated, this does not mean to say that they are doing the right thing. Manycriminals are highly motivated for instance. Motivation is difficult to measure and
predict. We are all motivated by different things, for example, an artist might strive
over many months to complete a painting that he may never sell, whereas a
businessman may forfeit all family life in pursuit of financial success.
With respect to aviation safety, being appropriately motivated is vital. Ideally, aircraft
maintenance engineers ought to be motivated to work in a safe and efficient manner.
However, many factors may cause conflicting motivations to override this ideal. For
instance, the motivation of some financial bonus, or de-motivation of working
outdoors in extreme cold weather might lead to less consideration of safety and
increase the likelihood of risk taking, corner cutting, violating procedures and so on.
Aircraft maintenance engineers should be aware of conflicting motivations that
impinge on their actions and attempt to examine their motivations for working in a
certain way.
De-motivation
Highly motivated people tend to show the following characteristics:
• high performance and results being consistently achieved;
• the energy, enthusiasm and determination to succeed;
• unstinting co-operation in overcoming problems;
• willingness to accept responsibility;
• willingness to accommodate change.
People who are de-motivated lack motivation, either intrinsically or through a failure
of their management to motivate the staff who work for them. De-motivated people
tend to demonstrate the following characteristics:
• apathy and indifference to the job, including reduced regard for safety whilst
working;
• a poor record of time keeping and high absenteeism;
• an exaggeration of the effects/difficulties encountered in problems, disputes and
grievances;
• a lack of co-operation in dealing with problems or difficulties;
• unjustified resistance to change.
However, care should be taken when associating these characteristics with lack of
motivation, since some could also be signs of stress.
However, care should be taken when associating these characteristics with lack of
motivation, since some could also be signs of stress.
The motivating effects of job security and the de-motivating impact of lack of job
security is also an area that causes much debate. The ‘hire and fire’ attitude of some
companies can, potentially, be a major influence upon safety, with real or perceived
pressure upon individuals affecting their performance and actions. It is important that
maintenance engineers are motivated by a desire to ensure safety (Maslow’s ‘self
esteem/self respect’), rather than by a fear of being punished and losing their job
(Maslow’s ‘security’). It is possible that the “can do” culture, which is evident in some
areas of the industry, may be generated by the expectancy that if individuals do not
‘deliver’, they will be punished (or even dismissed) and, conversely, those who do
‘deliver’ (whether strictly by the book or not, finding ways around lack of time, spares
or equipment) are rewarded and promoted. This is not motivation in the true sense
but it has its roots in a complex series of pressures and drives and is one of the major
influences upon human performance and human error in maintenance engineering.
occurs without some kind of motivation underpinning it. In aircraft maintenance,
engineers are trained to carry out the tasks within their remit. However, it is largely
their motivation which determines what they actually do in any given situation. Thus,
“motivation reflects the difference between what a person can do and what he will
do”1.
Motivation can be thought of as a basic human drive that arouses, directs and sustains all
human behaviour. Generally we say a person is motivated if he is taking action to achieve
something.
Motivation is usually considered to be a positive rather than a negative force in that it
stimulates one to achieve various things. However just because someone is
motivated, this does not mean to say that they are doing the right thing. Manycriminals are highly motivated for instance. Motivation is difficult to measure and
predict. We are all motivated by different things, for example, an artist might strive
over many months to complete a painting that he may never sell, whereas a
businessman may forfeit all family life in pursuit of financial success.
With respect to aviation safety, being appropriately motivated is vital. Ideally, aircraft
maintenance engineers ought to be motivated to work in a safe and efficient manner.
However, many factors may cause conflicting motivations to override this ideal. For
instance, the motivation of some financial bonus, or de-motivation of working
outdoors in extreme cold weather might lead to less consideration of safety and
increase the likelihood of risk taking, corner cutting, violating procedures and so on.
Aircraft maintenance engineers should be aware of conflicting motivations that
impinge on their actions and attempt to examine their motivations for working in a
certain way.
De-motivation
Highly motivated people tend to show the following characteristics:
• high performance and results being consistently achieved;
• the energy, enthusiasm and determination to succeed;
• unstinting co-operation in overcoming problems;
• willingness to accept responsibility;
• willingness to accommodate change.
People who are de-motivated lack motivation, either intrinsically or through a failure
of their management to motivate the staff who work for them. De-motivated people
tend to demonstrate the following characteristics:
• apathy and indifference to the job, including reduced regard for safety whilst
working;
• a poor record of time keeping and high absenteeism;
• an exaggeration of the effects/difficulties encountered in problems, disputes and
grievances;
• a lack of co-operation in dealing with problems or difficulties;
• unjustified resistance to change.
However, care should be taken when associating these characteristics with lack of
motivation, since some could also be signs of stress.
However, care should be taken when associating these characteristics with lack of
motivation, since some could also be signs of stress.
The motivating effects of job security and the de-motivating impact of lack of job
security is also an area that causes much debate. The ‘hire and fire’ attitude of some
companies can, potentially, be a major influence upon safety, with real or perceived
pressure upon individuals affecting their performance and actions. It is important that
maintenance engineers are motivated by a desire to ensure safety (Maslow’s ‘self
esteem/self respect’), rather than by a fear of being punished and losing their job
(Maslow’s ‘security’). It is possible that the “can do” culture, which is evident in some
areas of the industry, may be generated by the expectancy that if individuals do not
‘deliver’, they will be punished (or even dismissed) and, conversely, those who do
‘deliver’ (whether strictly by the book or not, finding ways around lack of time, spares
or equipment) are rewarded and promoted. This is not motivation in the true sense
but it has its roots in a complex series of pressures and drives and is one of the major
influences upon human performance and human error in maintenance engineering.
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