motivation i i

7/27/2019 Motivation i i

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Motivation


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Myths

Myth #1 --"I can motivate people"

Not really -- they have to motivate themselves. You can'tmotivate people anymore than you can empower them.Employees have to motivate and empower themselves.However, you can set up an environment where they bestmotivate and empower themselves. The talent lies in knowing

how to set up the environment for each of your employees. Myth #2 -- "Money is a good motivator"

Not really. Certain things like money, a nice office and jobsecurity can help people from becoming less motivated, butthey usually don't help people to become more motivated. Akey goal is to understand the motivations of each of youremployees.

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


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Myths

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

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

your employees. Myth #5 -- "Increased job satisfaction means increased job

performance"Research shows this isn't necessarily true at all. Increased jobsatisfaction does not necessarily mean increased job performance. Ifthe goals of the organization are not aligned with the goals of

employees, then employees aren't effectively working toward themission of the organization.


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Basic Principles

Motivating employees starts with motivating yourself

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.Enthusiasm is contagious. If you're enthusiastic about your job, it's mucheasier for others to be, too. Also, if you're doing a good job of taking careof yourself and your own job, you'll have much clearer perspective on howothers are doing in theirs.

Key to supporting the motivation of your employees is understandingwhat motivates each of themEach person is motivated by different things. Whatever steps you take tosupport the motivation of your employees, they should first include findingout what it is that really motivates each of your employees. You can findthis out by asking them, listening to them and observing them.

Recognize that supporting employee motivation is a process, not a task

Organizations change all the time, as do people. Indeed, it is an ongoingprocess to sustain an environment where each employee can stronglymotivate themselves. If you look at sustaining employee motivation as anongoing process, then you'll be much more fulfilled and motivatedyourself.


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Steps You Can Take

Reward it when you see it

A critical lesson for new managers and supervisors is to learnto focus on employee behaviors, not on employee

personalities. Performance in the workplace should be basedon behaviors toward goals, not on popularity of employees.You can get in a great deal of trouble (legally, morally andinterpersonally) for focusing only on how youfeelabout youremployees rather than on what you'reseeing.

Reward it soon after you see itThis helps to reinforce the notion that you highly prefer the

behaviors that you're currently seeing from your employees.Often, the shorter the time between an employee's action andyour reward for the action, the clearer it is to the employee thatyou highly prefer that action.


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Steps You Can Take

Establish goals that are SMARTER

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

Celebrate achievements

This critical step is often forgotten. New managers andsupervisors are often focused on a getting "a lot done".This usually means identifying and solving problems.Experienced managers come to understand that

acknowledging and celebrating a solution to a problemcan be every bit as important as the solution itself.Without ongoing acknowledgement of success,employees become frustrated, skeptical and even cynicalabout efforts in the organization.


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Steps You Can Take

Admit to yourself (and to an appropriate someone else) ifyou don't like an employeeManagers and supervisors are people. It's not unusual to justnot like someone who works for you. That someone could, forexample, look like an uncle you don't like. In this case, admit

to yourself that you don't like the employee. Then talk tosomeone else who is appropriate to hear about your distaste forthe employee, for example, a peer, your boss etc. Indicate tothe appropriate person that you want to explore what it is thatyou don't like about the employee and would like to come to aclearer perception of how you can accomplish a positive

working relationship with the employee. It often helps a greatdeal just to talk out loud about how you feel and get someoneelse's opinion about the situation. As noted above, if youcontinue to focus on what yousee about employee

performance, you'll go a long way toward ensuring that your

treatment of employees remains fair and equitable.


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Exercise

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

service sector involved with organizing hospitality events forcorporate clients. The slowdown in the economy has led to areduction in companies' entertainment budgets which hasresulted in sales falling. The Head Office is contemplatingmerging regional offices. The outcome would necessitate stafffrom your office re-locating to an office 20 miles away if theywanted to retain their posts.

In any event, there are likely to be redundancies amounting to15% of the current staff which numbers 55. The Head Office

has made it clear that more aggressive sales techniques aregoing to be required to help boost sales to prevent more jobsfrom being lost in the future.


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Exercise

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

supermarket. You have steady sales figures whereas the rest ofthe departments in the store have sales figures that have beenrising. You have a wide range of staff working for you - a total

number of 32 but only two are full time and both had takenearly retirement from their lifetime careers.

The remaining staff consists of working mothers, students -primarily from the local college - and a string of part timeworkers sent from the local job centre. The latter group do nothave any specific desire to work in a supermarket but need toshow that they are willing to take jobs offered in order toensure they secure benefits. Often they will leave after acouple of weeks. You have heard rumors that you are to be'questioned about the disappointing trend in your sales figures'and expected to at least meet the figures experienced by other

departments in the store.


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Exercise

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

recognition is low. The turnover rate is currently at threehundred percent on a rolling average. As soon as you get one

person trained another is leaving due to the demands of the job

Your sales have been falling and you are receiving extremepressure from the executive team to make budgeted targets forthe fiscal year. You have proposed to your manager that anincrease in headcount, for your department, will be the

resources required to turn the current state around. Yourmanager agrees to give you two additional employees butwants to see results in ninety days.


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Exercise

Case D

You have just been hired into a new company and have beenhanded a hostile team which is currently outsourced inside of aclient facility. The staff openly speaks poorly about the clientand home office relations while on site.

The contract is coming up for bid for a five year / twenty fivemillion dollar price tag. The decision maker has conveyed thatthe current state with employee relations must change or theywill actively consider another vendor when the RFP session

begins. The team is highly talented even though their attitudes

are less than desired. Within the window of time availablecleaning house would not be an advantageous option.


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Maslows Hierarchy of Needs


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Herzbergs Motivation-Hygiene

Theory


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Historical Perspectives on Motivation

Douglas McGregor Sets of assumptions about managerial attitudes and beliefs about

worker behavior

Theory X Generally consistent with Taylors scientific management Employees dislike work and will function only in a controlled work

environment Theory Y

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

goals if they will also achieve personal rewards

Theory Z Some middle ground between Ouchis Type A (American) and TypeJ (Japanese) practices is best for American business

Emphasis is on participative decision making with a view of theorganization as a family


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Equity Theory

Outcomes (self)

Inputs (self)

Outcomes (other)

Inputs (other)compared with


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Contemporary Views on Motivation Expectancy theory (Victor Vroom)

Motivation depends on how much we wantsomething and on how likely we think we are toget it

Implications are that managers must recognizethat

Employees work for a variety of reasons

The reasons, or expected outcomes, may change over

time

It is necessary to show employees how they can attainthe outcomes they desire


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Key Motivation Techniques

Job Enrichment

Provides employees with more variety andresponsibility in their jobs

Job Enlargement

The expansion of a workers assignments to

include additional but similar tasks Job Redesign

A type of job enrichment in which work isrestructured to cultivate the worker-job match

Behavior Modification

A systematic program of reinforcement toencourage desirable behavior


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Key Motivation Techniques Flextime

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

Typically, there are two bands of time

Core time, when all employees are expected to be at work

Flexible time, when employees may choose whether to be atwork

Benefits

Employees sense of independence and autonomy ismotivating

Employees with enough time to deal with nonwork issues aremore productive and satisfied

Drawbacks

Supervisors jobs are complicated by having employees whocome and go at different times

Employees without flextime may resent coworkers who have


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Two Examples of Flexible and

Core 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.


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Key Motivation Techniques Part-Time Work

A permanent employment situation in whichindividuals work less than a standard workweek

Disadvantage: often does not provide thebenefits that come with a full-time position

Job Sharing

An arrangement whereby two people share onefull-time position

Companies can save on expenses by reducingbenefits and avoiding employee turnover

Employees gain flexibility but may lose benefits

Sharing can be difficult if work is not easily

divisible or if two people cannot work well


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Key Motivation Techniques Telecommuting

Working at home all the time or for a portion ofthe work week

Advantages Increased employee productivity

Lower real estate and travel costs Reduced absenteeism and turnover

Increased work/life balance and improved morale

Access to additional labor pools

Disadvantages Feelings of isolation

Putting in longer hours

Distractions at home

Difficulty monitoring productivity


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References

http://www.managementhelp.org/guiding/moti

vate/basics.htm

http://www.bized.ac.uk/educators/16-

19/business/hrm/activity/motivation.htm
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