DEIA is complicated… No news there, I know…

E.B. Smith, Managing Director

A sign with two directions… But which way to go?

DEIA is complicated.

This should come as no surprise to anyone. But there are reasons why so many DEI programs lauded as successes within predominately white organizations don’t deliver the same benefits for people of color, particularly Black folks, as they do for white colleagues.

Ever heard of Herzberg?

Fredrick Herzberg was a psychologist who introduced the Two-Factor Theory of motivation, also known as the Motivation-Hygiene theory, which suggests that there are two sets of factors influencing workplace motivation and satisfaction: motivators and hygiene factors.

Motivators:

- These are factors that contribute to job satisfaction and intrinsic motivation.

- Examples include recognition, responsibility, achievement, advancement, and the work itself.

- According to Herzberg, these factors directly relate to positive job attitudes and higher performance.

Hygiene Factors:

- These are factors that, when absent or inadequate, can lead to dissatisfaction and a lack of motivation.

- Examples include working conditions, salary, company policies, and quality of interpersonal relationships.

- When these factors are acceptable, they prevent dissatisfaction, but their presence alone does not lead to motivation.

But… The relationship between motivating and hygiene factors is a bit complex. Research suggests that motivating factors increase motivation but do not significantly decrease dissatisfaction. Conversely, hygiene factors can decrease dissatisfaction but do not significantly contribute to motivation. So, both are critical factors to focus on for organizational success and neglecting either side will result in turnover intention or counterproductive behavior.

So what does this have to do with DEIA/Cultural Intelligence performance?

White folks and Black folks experience these factors differently. Let’s look at some motivating factors as they might be defined in relation to DEIA performance management:

• Recognition: Acknowledging and appreciating diverse contributions can be a motivator. Celebrating diversity and inclusivity achievements fosters a positive work environment.

• Responsibility: Assigning individuals to lead or contribute to DEIA initiatives can provide a sense of responsibility and intrinsic motivation.

• Achievement: Setting and achieving diversity goals can create a sense of accomplishment and motivate employees to actively participate in DEIA efforts.

White colleagues may be motivated by these factors, as they provide concrete goals and appreciation for stretching and growing new cultural awareness and skills. White folks often feel honored and humbled to serve in DEIA groups and on steering committees.  The work opens up tear ducts and exclamations of “I had no idea, but now I know how I can do better!”

But… Black folks would receive these as hygiene factors. Think about what it means to receive recognition for acknowledging and celebrating diversity and inclusivity when someone has been celebrating themselves and their culture their whole life. When Black workers are asked to serve in the same groups and committees, it threatens their psychological contract with threats of impending emotional labor and burnout. “DEIA goals” tend to mean that the organization aspirationally *might* give them a chance to access the developmental support that they have watched their white colleagues avail themselves of for years. These factors have a chance of reducing dissatisfaction, but the “rewards” just hit differently.

So, leaders, when you’re contemplating Herzberg’s factors, have a think about what it means to motivate a multiracial, cross-cultural team and how you define DEIA performance. Find ways to lead more inclusively and positively deviate from the status quo.* Rethink what motivation means to your WHOLE team.

*stay tuned for more on Positive Deviance. It’s a good one.