managing for motivation

8/13/2019 Managing for Motivation

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otivating eople

U n d e r s t a n d i n g

n co u

r g i n g

REW

R Sroblem SolvingE V A L U A T I N G

Inspiring

Empathizing


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Objectives

Define motivation Explore motivational theories

Answer What creates consistently high performance? Describe steps to encouraging employees Identify tips for motivating the generations


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About Motivation

Motivation The will to act. Internal or External

Up, Down, and Across the Organization


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The Process of Motivation

Need MotivationGoal Directed

BehaviorNeed

Satisfaction

produces which leads to resulting in


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Motivational Theories

Herzbergs Two Factor Theory

McClellands Manifest Needs Theory


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Herzbergs Two Factor Theory

Factor = Need

Hygiene Factors

Motivators


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Two Factor Quiz


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Hygiene Factors

Basic human needs at work DO NOT MOTIVATE

Failure to meet them causes dissatisfaction

The effects of getting hygiene factors rightis only temporary


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Examples of Hygiene Factors

Salary & Benefits

Working Conditions

Company Policy

Status

Job Security

Supervision &

Autonomy

Office Life

Personal Life


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Motivation

Actually drive people to achieve

Helps to maintain a satisfied workplace

Built around obtaining growth and self-

actualization


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Examples of Motivators

Achievement Recognition

Job Interest

Responsibility

Advancement


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M cClellands Manifest NeedsTheory

Needs are driven by one of these categories:

Achievement

Power

Affiliation


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Manifest Needs Quiz


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High Need for Achievement

Nonroutine, challenging tasks

Attainable objectives

Fast frequent feedback

Increased responsibility in new tasks


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High Need for Power

Let them plan and control their jobs

Include them in decision making

Usually perform best alone

Assign them the whole task


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High Need for Affiliation

Think about friends and relationships

Enjoy helping, teaching others

Low need for power

Avoid supervision


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What creates consistently highperformance?


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Performance

Expectations

Responsibility/Accountability

Feedback


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Expectations

High expectations vs. Positive expectations

Eye contact & Nonverbal Communication

Spoken and unspoken messages

Conscious and unconscious messages Must begin from current reality


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Responsibility/Accountability

Establish accountability

Set goals

Develop action plans

Engage


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Engage

Ask Enrich

Inform

Link Provide Opportunities

Offer Rewards


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Activity

Write your personal mantra or mottoon a sheet of paper.

Place your name at the top.


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Types of MotivationalFeedback

Positive Feedback = Reinforcement

Negative Feedback = Punishment

No Feedback = Extinction


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Encouraging the Heart

Set clear standards Expect the best

Pay attention Personalize recognition Tell the story Celebrate together Set the example


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Motivating the Generations

Veterans 1922-1943

Boomers 1943-1960

Generation Xers 1960-1980

Nexters 1980 and after


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Characteristics of Veterans1922-1943

Like consistency and uniformity Like things on a grand scale Are conformers Believe in logic, not magic Disciplined

Past oriented and history absorbed Always believed in law and order Spending style is conservative


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Motivating Veterans

Handwritten notes Traditional perks with visual symbols of

status

Photo of them with CEO or an important

visitor


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Characteristics of Boomers1943-1960

Believe in growth and expansion Think of themselves as stars of the show

Optimistic Team oriented Pursue personal gratification Have always been cool.


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Motivating Boomers

Try the personal touch Give lots of public recognition

Give them a chance to prove themselves Give them perks Assist them in gaining name recognition Get consensus Reward their work ethic and long hours


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Characteristics of Gen-Xers1960-1980

Self-reliant Seeking a sense of family Want balance

Nontraditional orientation about time and space Like informality Approach authority as casual Skeptical Attracted to the edge

Technologically savvy


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Motivating Gen-Xers

Enjoy lots of simultaneous tasks and projects Need constructive feedback

Freedom to pursue other interests Appreciate leading-edge technology Resent others getting visible, expensive

recognition


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Managing Nexters(1980 and after)

Budget plenty of orientation time Gender-bending

Expand teams, appoint strong leader Conflict between Xers and Nexters Grow your training department Work well in mentor programs


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The End

People are capable of remarkableachievement, significantly ahead of

previous performance, if they are provided with the right environment

and given the right motivationalleadership.

managing for motivation

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