motivating others june 2012
DESCRIPTION
Half day open training event delivered in Kitchener, Ontario.TRANSCRIPT
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Motivating others
by Toronto Training and HR
June 2012
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Contents3-4 Introduction to Toronto Training and HR5-6 Definition7-8 Drill9-11 Theories of motivation12-13 Motivating the team14-15 The motivation calculus16-18 Motivational methods that really work19-23 Leadership models for motivation24-26 Motivation by job design27-28 Drivers that underlie motivation29-30 Influences on workplace motivation31-32 Motivation and work behaviour33-34 Organizational levers of motivation35-36 Common demotivators37-38 Pay39-40 Employee involvement41-42 Levels of morale43-44 Job characteristics45-46 Job features that make people work hard47-48 Strategies to achieve job satisfaction49-50 Tips to help ensure job satisfaction51-52 Conclusion and questions
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Introduction
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Introduction to Toronto Training and HR
• Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden
• 10 years in banking• 10 years in training and human resources• Freelance practitioner since 2006• The core services provided by Toronto Training and HR
are:- Training event design- Training event delivery- Reducing costs- Saving time- Improving employee engagement &
morale- Services for job seekers
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Definition
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DefinitionMotivationMorale
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Drill
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Drill
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Theories of motivation
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Theories of motivation 1 of 2
Maslow’s hierarchy of needsMcGregor’s Theory X and Theory YHerzberg’s motivation-hygiene theoryMcClelland’s theory of needsVroom’s expectancy theory
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Theories of motivation 2 of 2
InstinctDrive-reductionIncentiveOptimal arousalCognitive evaluationGoal-settingManagement by objectivesSelf-efficacy or social learningReinforcement
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Motivating the team
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Motivating the teamLet people chooseMake it a pleasant place to workAllow employees to work flexiblyConsider an internal awards schemeShow an interestAvoid cash incentivesCreate clear goals……and track progressLead from the frontSay thank you
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The motivation calculus
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The motivation calculus
NeedsResultsRewards‘E-factors’
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Motivational methods that really work
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Motivational methods that really work 1 of 2
Atmosphere is keyWorking conditionsInvolve your employeesReward the teamReward individual achievementsBonus schemesLimit working hoursFoster a no-blame culture
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Motivational methods that really work 2 of 2
Keep an open mindBenevolent dictatorships rule
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Leadership models for motivation
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Leadership models for motivation 1 of 4
Low initiating structure and high consideration
High initiating structure and high consideration
Low initiating structure and low consideration
High initiating structure and low consideration
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Leadership models for motivation 2 of 4
Job-centred leadership style; production-orientedEmployee-centred leadership style; employee-oriented
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Leadership models for motivation 3 of 4
CONCERN FOR PEOPLE, CONCERN FOR OUTPUTImpoverishedAuthority complianceCountry clubMiddle of the roadTeam
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Leadership models for motivation 4 of 4
TRANSACTIONAL LEADERSHIPWork with their team members to develop clear, specific goals and ensure that workers get the reward promised for meeting the goalsThey exchange rewards and promises of rewards for worker effortTransactional leaders are responsive to the immediate self-interests of workers if their needs can be met while getting the work done
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Motivation by job design
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Motivation by job design 1 of 2
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Motivation by job design 2 of 2
REDESIGNING JOBSJob rotationJob enlargementJob enrichment
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Drivers that underlie motivation
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Drivers that underlie motivation
Driver to acquireDriver to bondDriver to comprehendDriver to defend
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Influences on workplace motivation
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Influences on workplace motivation
Individual characteristicsJob characteristicsOrganizational actions
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Motivation and work behaviour
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Motivation and work behaviour
RewardsAttitudes to workAlienation
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Organizational levers of motivation
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Organizational levers of motivation
Reward systemsCultureJob designPerformance management and resource allocation process
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Common demotivators
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Common demotivators
Lack of clarity and communicationLack of meaning and purposeLack of progress
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Pay
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Pay
Decisions to makeInternal equity and external equityChoosing the organizational positionSkill-based programs
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Employee involvement
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Employee involvement
DefinitionBenefitsParticipative managementRepresentative participationQuality circle
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Levels of morale
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Levels of morale
Why is morale important?What do shakers and movers do?Amount of controlMeasuresGoing down……and going upSustainabilityLeading by example
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Job characteristics
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Job characteristics
Core dimensionsCritical psychological states
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Job features that make people work hard
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Job features that make people work hard
Psychological safetyMeaningfulness
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Strategies to achieve job satisfaction
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Strategies to achieve job satisfaction
PayLearning & developmentParticipation in decision makingDelegation of responsibility with commensurate authorityThe work itselfOpportunities for advancementSupervisionCo-workers
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Tips to help ensure job satisfaction
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Tips to help ensure job satisfaction
Encourage high levels of communicationBe accessible to employeesEncourage management to acknowledge achievements and set targetsBe flexible and offer alternativesSpot the signs of mental health issues and implement an effective mental health policyInvest in employee developmentSocialize
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Conclusion and questions
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Conclusion and questions
SummaryVideosQuestions