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8/13/2019 Employees - Disengagement to Engagement
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Improving EmployeeMorale & Productivity
Moving employees fromdisengagement to engagement
Prof. Vi jay Bhasker V.
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AGENDA Why Improve Morale or seek to
increase motivation?
What is Morale / Motivation /Engagement?
Model for improvingmorale/Motivation/engagement
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WHY IMPROVE MORALE /ENGAGEMENT?
There is clear and mountingevidence that high levels of
employee engagement clearlycorrelates to individual, groupand corporate performance inareas such as retention,turnover, productivity,
customer service and loyalty.
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WHY IMPROVE MORALE /ENGAGEMENT?
While differences varied fromstudy to study, highly engagedemployees outperform theirdisengaged counterparts by a
whopping 20 28 percentagepoints! [This data is gathered]
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What is Morale / Motivation
/ Engagement?
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MOTIVATI0N & ENGAGEMENT
WHAT DO I GET?
WHAT DO I GIVE?
DO I BELONG?
HOW DOWE GROW?
Opportunities to learn and growProgress in last six months
Best friendCoworkers committed to quality
Mission/Purpose of companyMy opinions count
Encourages developmentSupervisor/Someone caresRecognition last seven daysDo what I do best every day
Materials and equipmentI know what is expected
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ENGAGEMENT is
"a heightened emotionalconnection that an employeefeels for his or herorganization, that influenceshim or her to exert greaterdiscretionary effort to his orher work".
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MODELS for MOTIVATION&
ENGAGEMENT
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FOUNDATION
The foundation of personal,
professional and spiritualsuccess lies in firstunderstanding yourself ,understanding others andapplying that knowledge.
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Goals
Fears
Motivations
People Are Different
People Have Different
PPT 9-3
Ways of seeing
the world
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We have been taught that you dounto others what you would like
them to do unto you.
However, I would like to suggest
that we really need to treat othershow they would like to be treated.
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MODELS FORMOTIVATION/ENGAGEMENT
Maslows Needs Hierarchy
Equity Theory
Reinforcement Theory
VIE Expectancy Theory
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Maslows Needs Hierarchy
People are motivated by the hierarchy ofneeds
Self-Actualization Personal Growth
Ego/Esteem Recognition, status
Social Sense of belonging, Love
Safety Security, Protection
Physiological Hunger, Thirst
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Equity Theory Balance theory
Assumption a persons behavior is influenced by comparisons
between their current status and some comparisonother
Inputs what people think they contribute to an
organization Outputs what people think organization gives them in
return
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Equity Theory (cont.)
Ratio of Inputs/Outputs is calculated byworker
Worker compares their ratio with the ratio ofan appropriate other
If ratios are equivalent NO MOTIVATION If ratios are not equivalent, the worker is
motivated to bring ratios in-line
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Reinforcement Theory
Based on principles of behaviorism Operant conditioning
behavior is controlled by its consequences Reinforcement
consequences that increases likelihood of
behavior Punishment
consequences that make a behavior less
likely
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VIE Expectancy Theory
M = (V*I)*E Motivation is derived from relationships
among: Valence
value of outcomes
Instrumentality performance-reward contingencies Expectancy
effort-performance contingencies
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Potential Outcomes
Any event that might result from aworkers behavior
Praise Promotion Pay Raise
Coworker derision
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Valence of Outcomes
Outcomes Praise Promotion Pay Raise Coworker derision
Valence (-10 +10) +2 +9 +10 -6
Expected satisfaction from a given outcome
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Instrumentality
Expectation that performance will result inoutcome (-1 +1)
High performance Praise (+.8) High performance Promotion (0) High performance Pay Raise (+.2) High performance Coworker derision (+.5)
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Expectancy
Perceived likelihood that effort will lead toperformance
e.g., expending high effort at work willlead to outstanding performanceevaluation
from 0 to 1
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Application Strong! Provides rational basis for why people expend
effort If you can:
1. increase the links between: effort and performance (self-efficacy, ability, reduced
situational constraints) and performance and outcomes
2. provide valued outcomes
Then, can possibly increase motivation
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Application (cont.)
Expectancy suggests that managers should ensure that employees
can do their job
training, ability environmental constraints, supplies, technology
Valence managers should offer appropriate rewards that their
employees value Instrumentality
managers should ensure that the link between jobperformance and rewards is clear and explicit
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Goal Setting
Theory Recall: motivation is that which energizes,
directs and sustains behavior
Goals can influence each of these behavior is guided most directly by intentions goals clarify what needs to be done ( directs
effort) goals mobilize effort and energy goals serve to sustain behavior when
combined with feedback
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KEY ENGAGEMENT DRIVERS1. Trust and integrity how well managers
communicate and 'walk the talk'.2. Nature of the job Is it mentally
stimulating day-to-day?3. Line of sight between employeeperformance and company performance
Does the employee understand how
their work contributes to the company'sperformance?4. Career Growth opportunities Are there
future opportunities for growth?
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KEY ENGAGEMENT DRIVERS
5. Pride about the company How muchself-esteem does the employee feel bybeing associated with their company?
6. Coworkers/team members significantlyinfluence one's level of engagement
7. Employee development Is the companymaking an effort to develop theemployee's skills?
8. Relationship with one's manager Doesthe employee value his or her relationshipwith his or her manager?
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THANK YOUQuestions
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