Abstract
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.
1. Introduction
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; Verma, 1996). Managers and employees who lack motivation perform poorly, even though they may have excellent technical and project management skills (Germann, 2004; 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; Watson, 1994).
