MotivationMotivation

MythsMyths Myth #1 --Myth #1 -- "I can motivate people""I can motivate people"

Not really -- they have to motivate themselves. You can't Not really -- they have to motivate themselves. You can't motivate people anymore than you can empower them. motivate people anymore than you can empower them. Employees have to motivate and empower themselves. Employees have to motivate and empower themselves. However, you can set up an environment where they best However, you can set up an environment where they best motivate and empower themselves. The talent lies in knowing motivate and empower themselves. The talent lies in knowing how to set up the environment for each of your employees.how to set up the environment for each of your employees.

Myth #2 -- "Money is a good motivator"Myth #2 -- "Money is a good motivator"Not really. Certain things like money, a nice office and job Not really. Certain things like money, a nice office and job security can help people from becoming less motivated, but security can help people from becoming less motivated, but they usually don't help people to become more motivated. A they usually don't help people to become more motivated. A key goal is to understand the motivations of each of your key goal is to understand the motivations of each of your employees.employees.

Myth #3 -- "Fear is a damn good motivator"Myth #3 -- "Fear is a damn good motivator"Fear is a great motivator -- for a very short time. That's why a Fear is a great motivator -- for a very short time. That's why a lot of yelling from the boss won't seem to "light a spark under lot of yelling from the boss won't seem to "light a spark under employees" for a very long time employees" for a very long time

MythsMyths Myth #4 -- "I know what motivates me, so I know what Myth #4 -- "I know what motivates me, so I know what

motivates my employees"motivates my employees"Not really. Different people are motivated by different things. I may Not really. Different people are motivated by different things. I may be greatly motivated by earning time away from my job to spend be greatly motivated by earning time away from my job to spend more time my family. You might be motivated much more by more time my family. You might be motivated much more by recognition of a job well done. People are not motivated by the same recognition of a job well done. People are not motivated by the same things. Again, a key goal is to understand what motivates each of things. Again, a key goal is to understand what motivates each of your employees.your employees.

Myth #5 -- "Increased job satisfaction means increased job Myth #5 -- "Increased job satisfaction means increased job performance"performance"Research shows this isn't necessarily true at all. Increased job Research shows this isn't necessarily true at all. Increased job satisfaction does not necessarily mean increased job performance. If satisfaction does not necessarily mean increased job performance. If the goals of the organization are not aligned with the goals of the goals of the organization are not aligned with the goals of employees, then employees aren't effectively working toward the employees, then employees aren't effectively working toward the mission of the organization.mission of the organization.

Basic PrinciplesBasic Principles Motivating employees starts with motivating yourselfMotivating employees starts with motivating yourself

It's amazing how, if you hate your job, it seems like everyone else does, It's amazing how, if you hate your job, it seems like everyone else does, too. If you are very stressed out, it seems like everyone else is, too. too. If you are very stressed out, it seems like everyone else is, too. Enthusiasm is contagious. If you're enthusiastic about your job, it's much Enthusiasm is contagious. If you're enthusiastic about your job, it's much easier for others to be, too. Also, if you're doing a good job of taking care easier for others to be, too. Also, if you're doing a good job of taking care of yourself and your own job, you'll have much clearer perspective on how of yourself and your own job, you'll have much clearer perspective on how others are doing in theirs. others are doing in theirs.

Key to supporting the motivation of your employees is understanding Key to supporting the motivation of your employees is understanding what motivates each of themwhat motivates each of themEach person is motivated by different things. Whatever steps you take to Each person is motivated by different things. Whatever steps you take to support the motivation of your employees, they should first include finding support the motivation of your employees, they should first include finding out what it is that really motivates each of your employees. You can find out what it is that really motivates each of your employees. You can find this out by asking them, listening to them and observing them. this out by asking them, listening to them and observing them.

Recognize that supporting employee motivation is a process, not a taskRecognize that supporting employee motivation is a process, not a taskOrganizations change all the time, as do people. Indeed, it is an ongoing Organizations change all the time, as do people. Indeed, it is an ongoing process to sustain an environment where each employee can strongly process to sustain an environment where each employee can strongly motivate themselves. If you look at sustaining employee motivation as an motivate themselves. If you look at sustaining employee motivation as an ongoing process, then you'll be much more fulfilled and motivated ongoing process, then you'll be much more fulfilled and motivated yourself.yourself.

Steps You Can TakeSteps You Can Take Reward it when you Reward it when you seesee it it

A critical lesson for new managers and supervisors is to learn A critical lesson for new managers and supervisors is to learn to focus on employee behaviors, not on employee to focus on employee behaviors, not on employee personalities. Performance in the workplace should be based personalities. Performance in the workplace should be based on behaviors toward goals, not on popularity of employees. on behaviors toward goals, not on popularity of employees. You can get in a great deal of trouble (legally, morally and You can get in a great deal of trouble (legally, morally and interpersonally) for focusing only on how you interpersonally) for focusing only on how you feelfeel about your about your employees rather than on what you're employees rather than on what you're seeingseeing..

Reward it soon after you see itReward it soon after you see itThis helps to reinforce the notion that you highly prefer the This helps to reinforce the notion that you highly prefer the behaviors that you're currently seeing from your employees. behaviors that you're currently seeing from your employees. Often, the shorter the time between an employee's action and Often, the shorter the time between an employee's action and your reward for the action, the clearer it is to the employee your reward for the action, the clearer it is to the employee that you highly prefer that action. that you highly prefer that action.

Steps You Can TakeSteps You Can Take Establish goals that are SMARTEREstablish goals that are SMARTER

SMARTER goals are: specific, measurable, acceptable, SMARTER goals are: specific, measurable, acceptable, realistic, timely, extending of capabilities, and rewarding realistic, timely, extending of capabilities, and rewarding to those involved.to those involved.

Celebrate achievementsCelebrate achievementsThis critical step is often forgotten. New managers and This critical step is often forgotten. New managers and supervisors are often focused on a getting "a lot done". supervisors are often focused on a getting "a lot done". This usually means identifying and solving problems. This usually means identifying and solving problems. Experienced managers come to understand that Experienced managers come to understand that acknowledging and celebrating a solution to a problem acknowledging and celebrating a solution to a problem can be every bit as important as the solution itself. can be every bit as important as the solution itself. Without ongoing acknowledgement of success, Without ongoing acknowledgement of success, employees become frustrated, skeptical and even cynical employees become frustrated, skeptical and even cynical about efforts in the organization.about efforts in the organization.

Steps You Can TakeSteps You Can Take Admit to yourself (and to an appropriate someone else) if Admit to yourself (and to an appropriate someone else) if

you don't like an employee you don't like an employee Managers and supervisors are people. It's not unusual to just Managers and supervisors are people. It's not unusual to just not like someone who works for you. That someone could, for not like someone who works for you. That someone could, for example, look like an uncle you don't like. In this case, admit example, look like an uncle you don't like. In this case, admit to yourself that you don't like the employee. Then talk to to yourself that you don't like the employee. Then talk to someone else who is appropriate to hear about your distaste someone else who is appropriate to hear about your distaste for the employee, for example, a peer, your boss etc. Indicate for the employee, for example, a peer, your boss etc. Indicate to the appropriate person that you want to explore what it is to the appropriate person that you want to explore what it is that you don't like about the employee and would like to come that you don't like about the employee and would like to come to a clearer perception of how you can accomplish a positive to a clearer perception of how you can accomplish a positive working relationship with the employee. It often helps a great working relationship with the employee. It often helps a great deal just to talk out loud about how you feel and get someone deal just to talk out loud about how you feel and get someone else's opinion about the situation. As noted above, if you else's opinion about the situation. As noted above, if you continue to focus on what you continue to focus on what you see see about employee about employee performance, you'll go a long way toward ensuring that your performance, you'll go a long way toward ensuring that your treatment of employees remains fair and equitable.treatment of employees remains fair and equitable.

ExerciseExercise Case ACase A You are a manager of the regional office of a firm in the You are a manager of the regional office of a firm in the

service sector involved with organizing hospitality events for service sector involved with organizing hospitality events for corporate clients. The slowdown in the economy has led to a corporate clients. The slowdown in the economy has led to a reduction in companies' entertainment budgets which has reduction in companies' entertainment budgets which has resulted in sales falling. The Head Office is contemplating resulted in sales falling. The Head Office is contemplating merging regional offices. The outcome would necessitate staff merging regional offices. The outcome would necessitate staff from your office re-locating to an office 20 miles away if they from your office re-locating to an office 20 miles away if they wanted to retain their posts.wanted to retain their posts.

In any event, there are likely to be redundancies amounting to In any event, there are likely to be redundancies amounting to 15% of the current staff which numbers 55. The Head Office 15% of the current staff which numbers 55. The Head Office has made it clear that more aggressive sales techniques are has made it clear that more aggressive sales techniques are going to be required to help boost sales to prevent more jobs going to be required to help boost sales to prevent more jobs from being lost in the future.from being lost in the future.

ExerciseExercise Case BCase B You are the manager of the fresh produce department at a large You are the manager of the fresh produce department at a large

supermarket. You have steady sales figures whereas the rest of supermarket. You have steady sales figures whereas the rest of the departments in the store have sales figures that have been the departments in the store have sales figures that have been rising. You have a wide range of staff working for you - a total rising. You have a wide range of staff working for you - a total number of 32 but only two are full time and both had taken number of 32 but only two are full time and both had taken early retirement from their lifetime careers.early retirement from their lifetime careers.

The remaining staff consists of working mothers, students - The remaining staff consists of working mothers, students - primarily from the local college - and a string of part time primarily from the local college - and a string of part time workers sent from the local job centre. The latter group do not workers sent from the local job centre. The latter group do not have any specific desire to work in a supermarket but need to have any specific desire to work in a supermarket but need to show that they are willing to take jobs offered in order to show that they are willing to take jobs offered in order to ensure they secure benefits. Often they will leave after a ensure they secure benefits. Often they will leave after a couple of weeks. You have heard rumors that you are to be couple of weeks. You have heard rumors that you are to be 'questioned about the disappointing trend in your sales figures' 'questioned about the disappointing trend in your sales figures' and expected to at least meet the figures experienced by other and expected to at least meet the figures experienced by other departments in the store.departments in the store.

ExerciseExercise Case CCase C You are a manager of a call center where hours are long and You are a manager of a call center where hours are long and

recognition is low. The turnover rate is currently at three recognition is low. The turnover rate is currently at three hundred percent on a rolling average. As soon as you get one hundred percent on a rolling average. As soon as you get one person trained another is leaving due to the demands of the jobperson trained another is leaving due to the demands of the job

Your sales have been falling and you are receiving extreme Your sales have been falling and you are receiving extreme pressure from the executive team to make budgeted targets for pressure from the executive team to make budgeted targets for the fiscal year. You have proposed to your manager that an the fiscal year. You have proposed to your manager that an increase in headcount, for your department, will be the increase in headcount, for your department, will be the resources required to turn the current state around. Your resources required to turn the current state around. Your manager agrees to give you two additional employees but manager agrees to give you two additional employees but wants to see results in ninety days.wants to see results in ninety days.

ExerciseExercise Case DCase D You have just been hired into a new company and have been You have just been hired into a new company and have been

handed a hostile team which is currently outsourced inside of a handed a hostile team which is currently outsourced inside of a client facility. The staff openly speaks poorly about the client client facility. The staff openly speaks poorly about the client and home office relations while on site.and home office relations while on site.

The contract is coming up for bid for a five year / twenty five The contract is coming up for bid for a five year / twenty five million dollar price tag. The decision maker has conveyed that million dollar price tag. The decision maker has conveyed that the current state with employee relations must change or they the current state with employee relations must change or they will actively consider another vendor when the RFP session will actively consider another vendor when the RFP session begins. The team is highly talented even though their attitudes begins. The team is highly talented even though their attitudes are less than desired. Within the window of time available are less than desired. Within the window of time available cleaning house would not be an advantageous option.cleaning house would not be an advantageous option.

Maslow’s Hierarchy of NeedsMaslow’s Hierarchy of Needs

Herzberg’s Motivation-Herzberg’s Motivation-Hygiene TheoryHygiene Theory

Historical Perspectives on Historical Perspectives on MotivationMotivation

Douglas McGregorDouglas McGregor– Sets of assumptions about managerial attitudes and Sets of assumptions about managerial attitudes and

beliefs about worker behaviorbeliefs about worker behavior Theory XTheory X

– Generally consistent with Taylor’s scientific managementGenerally consistent with Taylor’s scientific management– Employees dislike work and will function only in a Employees dislike work and will function only in a

controlled work environmentcontrolled work environment Theory YTheory Y

– Generally consistent with the human relations movementGenerally consistent with the human relations movement– Employees accept responsibility and work toward Employees accept responsibility and work toward

organizational goals if they will also achieve personal organizational goals if they will also achieve personal rewardsrewards

Theory ZTheory Z– Some middle ground between Ouchi’s Type A (American) Some middle ground between Ouchi’s Type A (American)

and Type J (Japanese) practices is best for American and Type J (Japanese) practices is best for American businessbusiness

– Emphasis is on participative decision making with a view Emphasis is on participative decision making with a view of the organization as a familyof the organization as a family

Equity TheoryEquity Theory

Outcomes (self)Outcomes (self)Inputs (self)Inputs (self)

Outcomes (self)Outcomes (self)Inputs (self)Inputs (self)

Outcomes (other)Outcomes (other)Inputs (other)Inputs (other)

Outcomes (other)Outcomes (other)Inputs (other)Inputs (other)

compared withcompared with

Contemporary Views on Contemporary Views on MotivationMotivation Expectancy theory (Victor Vroom)Expectancy theory (Victor Vroom)

– Motivation depends on how much we Motivation depends on how much we want something and on how likely we want something and on how likely we think we are to get itthink we are to get it

– Implications are that managers must Implications are that managers must recognize thatrecognize that Employees work for a variety of reasonsEmployees work for a variety of reasons The reasons, or expected outcomes, may The reasons, or expected outcomes, may

change over timechange over time It is necessary to show employees how It is necessary to show employees how

they can attain the outcomes they desirethey can attain the outcomes they desire

Key Motivation TechniquesKey Motivation Techniques Job EnrichmentJob Enrichment

– Provides employees with more variety and Provides employees with more variety and responsibility in their jobsresponsibility in their jobs

Job EnlargementJob Enlargement– The expansion of a worker’s assignments to The expansion of a worker’s assignments to

include additional but similar tasksinclude additional but similar tasks Job RedesignJob Redesign

– A type of job enrichment in which work is A type of job enrichment in which work is restructured to cultivate the worker-job restructured to cultivate the worker-job matchmatch

Behavior ModificationBehavior Modification– A systematic program of reinforcement to A systematic program of reinforcement to

encourage desirable behaviorencourage desirable behavior

Key Motivation Techniques Key Motivation Techniques FlextimeFlextime

– A system in which employees set their own work hours within A system in which employees set their own work hours within employer-determined limitsemployer-determined limits

– Typically, there are two bands of timeTypically, there are two bands of time Core time, when all employees are expected to be at workCore time, when all employees are expected to be at work Flexible time, when employees may choose whether to be at Flexible time, when employees may choose whether to be at

workwork– BenefitsBenefits

Employees’ sense of independence and autonomy is Employees’ sense of independence and autonomy is motivatingmotivating

Employees with enough time to deal with nonwork issues are Employees with enough time to deal with nonwork issues are more productive and satisfiedmore productive and satisfied

– DrawbacksDrawbacks Supervisors’ jobs are complicated by having employees who Supervisors’ jobs are complicated by having employees who

come and go at different timescome and go at different times Employees without flextime may resent coworkers who have Employees without flextime may resent coworkers who have

itit

Two Examples of Flexible and Two Examples of Flexible and Core TimeCore Time

Sources: Management, Ninth Edition by Robert Kreitner. Copyright © 2004 by Houghton Mifflin Company and Organizational Behavior, by Gregory Moorhead and Ricky W. Griffin. Copyright © by Houghton Mifflin Company. Used with permission.

Key Motivation Techniques Key Motivation Techniques Part-Time WorkPart-Time Work

– AA permanent employment situation in which permanent employment situation in which individuals work less than a standard workweekindividuals work less than a standard workweek

– Disadvantage: often does not provide the Disadvantage: often does not provide the benefits that come with a full-time positionbenefits that come with a full-time position

Job SharingJob Sharing– An arrangement whereby two people share one An arrangement whereby two people share one

full-time positionfull-time position– Companies can save on expenses by reducing Companies can save on expenses by reducing

benefits and avoiding employee turnoverbenefits and avoiding employee turnover– Employees gain flexibility but may lose benefitsEmployees gain flexibility but may lose benefits– Sharing can be difficult if work is not easily Sharing can be difficult if work is not easily

divisible or if two people cannot work well divisible or if two people cannot work well togethertogether

Key Motivation TechniquesKey Motivation Techniques TelecommutingTelecommuting

– Working at home all the time or for a portion of Working at home all the time or for a portion of the work weekthe work week

– AdvantagesAdvantages Increased employee productivityIncreased employee productivity Lower real estate and travel costsLower real estate and travel costs Reduced absenteeism and turnoverReduced absenteeism and turnover Increased work/life balance and improved Increased work/life balance and improved

moralemorale Access to additional labor poolsAccess to additional labor pools

– DisadvantagesDisadvantages Feelings of isolationFeelings of isolation Putting in longer hoursPutting in longer hours Distractions at homeDistractions at home Difficulty monitoring productivityDifficulty monitoring productivity

ReferencesReferences

http://http://www.managementhelp.org/guiding/motivate/bwww.managementhelp.org/guiding/motivate/basics.htmasics.htm

http://www.bized.ac.uk/educators/16-19/http://www.bized.ac.uk/educators/16-19/business/hrm/activity/motivation.htmbusiness/hrm/activity/motivation.htm