motivating employees. our motivating tips major motivational theories there are three major...

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Motivating Employees Motivating Employees

Author: adela-scott

Post on 20-Jan-2016




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  • Motivating Employees

  • Motivating EmployeesOur Motivating Tips

  • Major Motivational TheoriesThere are three major motivational theories that are observed in modern businessMcGregors X/Y Theory and Group ExerciseMaslows Hierarchy of Needs and ExerciseHerzbergs Theory and Group Discussion

  • McGregors X/Y TheoryAn American social psychologist, Douglas McGregor, proposed his famous X-Y theory in his 1960 book 'The Human Side Of Enterprise'. McGregor's X-Y Theory remains a valid basic principle from which to develop positive management style and techniques.

  • Theory XTheory X has these basic premisesMost people are naturally lazy and dont like to workMost people lack ambition and need a club over their heads in order to make them workMost people prefer to be told what to do, and they avoid responsibilityMost people resist changeMost people are gullible and not overly intelligentMost people are motivated by money and status rewards

  • Theory YTheory Y has these basic premisesPeople do not dislike work, and may actively seek itPeople do not need authoritarian leadership and prefer a participative kind of managementPeople prefer setting their own goals rather than have someone else set themPeople do not shirk responsibility but rather seek itPeople who understand and care about what they are doing can devise and improve their own methods of doing workPeople constantly grow and are motivated at work by interesting and challenging tasks.

  • What is most important to understand about these two theories are that they relate to how managers picture their employees not how the employees really are.

  • MaslowMaslows hierarchy of needsPhysiological needsThe basic drives, including the need for food, rest and shelterSafety and Security needsFreedom from fear, danger, uncertainty about employmentSocial needsFriendly work relationships in harmonious atmosphere

  • Esteem and self respectEgo or status needs, praise for a job well doneSelf-realizationThe need for self-fulfullment, creativity

  • Herzbergs Motivation TheoryAchievementOpportunity for accomplishment and contributionRecognitionAcknowledgement and appreciation for contributionsResponsibilityAcquisition of new duties and responsibilities

  • AdvancementOpportunity to advance as a result of job performanceThe Work itselfOpportunity for self-expression, personal satisfaction and challengePossibility of growthOpportunity to increase knowledge and develop through job experiences

  • Exercise Managers Dilemma #1

  • Exercise Managers Dilemma #2

  • ExerciseJob Factors Survey

  • Dealing with Problem or Marginal EmployeesDescribe the problem or poor work habit in a friendly manner.Indicate why it is a concernInvite the employee to share his or her side of the storyShow interest in what he or she is saying through proactive listeningFocus on the changes you want from the employeeNot the complaints you might have had about their performance

  • Avoid threats and punishments as a means to improve behaviorAsk the employee for their ideas and solutions to solve the problemAsk the employee to consider the positive consequences of improving his or her actionsSelf, the organization, other workers, etc.Agree on a performance-change objective and a plan of action. Offer your help.

  • ExerciseAction Plan

  • Handout Sheets

  • Provide an icebreaker that can be tied to motivation, such as

    Collect some motivational quotations, or saying, and type them on a piece of paper so that they can be cut into fortune cookie strips. Get some fortune cookies and replace the real fortune with the motivational saying (use latex gloves when handling cookies).Hand out the fixed fortune cookies and ask the participants to open their fortune cookies, read the saying and respond to the saying with their thoughts. Go around the group and ask what their responses were. Some examples.

    "For true success ask yourself these four questions: Why? Why not? Why not me? Why not now?" ~ James Allen

    "Trust yourself. Create the kind of self that you will be happy to live with all your life. Make the most of yourself by fanning the tiny, inner sparks of possibility into flames of achievement." ~ Foster C. McClellan

    "No pessimist ever discovered the secrets of the stars, or sailed to an uncharted land, or opened a new heaven to the human spirit." ~ Helen Keller

    "I've never seen a monument erected for a pessimist." ~ Paul Harvey "Become a Possibilitarian. No matter how dark things seem to be or actually are, raise your sights and see possibilitiesalways see them, for they're always there."~ Norman Vincent Peale

    "Winning is something that builds physically and mentally every day that you train and every night that you dream."~ Emmitt Smith

    "Champions aren't made in the gyms. Champions are made from something they have deep inside thema desire, a dream, a vision." ~ Muhammad Ali

    "Watch your thoughts; they become words. Watch your words; they become actions. Watch your actions; they become habits. Watch your habits; they become character. Watch your character; it becomes your destiny ~Unknown

    When we walk to the edge of all the light we have, and take the step into the darkness of the unknown, we must believe that one of two things will happen. There will be something solid for us to stand on... or we will be taught to fly." ~ Frank Outlaw

    Theory X managers characteristics: Some or all of themresults-driven and deadline-driven, to the exclusion of everything else intolerant issues deadlines and ultimatums distant and detached aloof and arrogant elitist short temper shouts issues instructions, directions, edicts issues threats to make people follow instructions demands, never asks does not participate does not team-build unconcerned about staff welfare, or morale proud, sometimes to the point of self-destructionone-way communicatorpoor listenerfundamentally insecure and possibly neurotic anti-socialvengeful and recriminatory does not thank or praise withholds rewards, and suppresses pay and remunerations levels scrutinizes expenditure to the point of false economy seeks culprits for failures or shortfalls seeks to apportion blame instead of focusing on learning from the experience and preventing recurrence does not invite or welcome suggestions takes criticism badly and likely to retaliate if from below or peer group poor at proper delegating - but believes they delegate well thinks giving orders is delegating holds on to responsibility but shifts accountability to subordinates relatively unconcerned with investing in anything to gain future improvements unhappyHygiene factors are positive factors, but alone they do not motivate they just provide satisfaction. When they are missing they provide dissatisfaction, so they are necessary for good employee morale. If any are missing, or undermined, people will not be ready to accept motivators.Read and fill out the Managers Dilemma, Form B. Have the class then give each of their ratings as individuals. Then have a group discussion and have each of the questions re-rated as a group. Discuss the differences.Now look at the Managers Dilemma #2. This is a scoring sheet. Read through the exercise, then count the items as explained in the exercise.Now discuss what each total may mean with the group.What if an individual shows a tendency to Theory XWhat if an individual shows a tendency to Theory YWhat if they have a lot of avoidance answers.Have participants fill out the Motivation Feedback Questionnaire parts I and II.Explain to the participants how their responses are showing how they responding to their motivational needs.Have the participants now take an inward look at themselves and look at what all this now can mean to them in the future. Have them fill I the action plan handout.