Motivational Skills

Dr. Rajendra Suwal

Management and Leadership Development Specialist

December 5, 2014

Overview of the Session

• Understanding the concept of Motivation

• Evolution of Motivation Theory

• Applying Motivational Theory

• Motivation of Self and others

• Motivation in the context of Army

The Need for Motivation

• Management’s goal is to Get the job done effectively

• Requires job performance by employees• Job performance = f (ability x motivation)• Ability = f (Aptitude x Training x

Resources)• Motivation = f (Desire x Commitment)• Motivation is, therefore, one of the key

factors for effective management

Motivation

• “You can lead a horse to water but you cannot make it to drink.”

• “I don’t motivate my players. You cannot motivate someone, all you can do is provide a motivating environment and the players will motivate themselves.”

Phil Jackson after winning his 7th NBA title as a coach.

What is Motivation?

• It is the internal drive to accomplish a particular goal. In a work setting, motivation is what makes people want to work

• It is, therefore, a person's desire and commitment to exert high levels of efforts toward organizational goals, conditioned by the effort's ability to satisfy some individual need.

• Motivating – the process of arousing and sustaining goal-directed behavior

• The Person– Human Needs– Liking of the task

• The Environment– Enriched Job Tasks– Goal setting interventions– Leader behavior– Group Norms and Organizational Culture

Where Does It Come From?

Evolution of Motivation Theory

• Scientific Management (Frederic Taylor)

• Hawthorne Studies (Elton Mayo)

• Hierarchy of Needs (Abraham Maslow)

• Theories X and Y (Douglas McGregor)

• Motivator-Hygiene Theory (Frederic Herzberg)

• Achievement Motivation Theory (David McClelland)

Scientific Management• Designed by Fredrick Taylor• Assumes all people are motivated by

economic means• Based on 4 principles

– Develop a scientific approach to each job element

– Scientifically select, train, teach, & develop employees

– Encourage cooperation between workers & managers

– Divide work among workers & managers based on who is best suited for it

The Hawthorne Studies

• Experimented with job design, length of work day and week, break times, and incentives

• Hawthorne Effect

• Social needs also play an important role in employee motivation

Maslow’s Hierarchy of Needs

• Based on universal human needs individuals act to meet their unmet needs

• Managers try to create workplace that will increase the likelihood that employees will meet all of their needs

• If appealing to an already met need, it’s hard to motivate an employee

Maslow’s Hierarchy of Needs

Physiological needs

Safety needs

Social needs

Esteem needs

Self-actualization

needs

McGregor’s Theories X and Y

• 2 contrasting sets of assumptions about human nature– Theory X – pessimistic– Theory Y – optimistic

• A manager’s view of human nature affects the way they motivate and manage employees

• McGregor believed Theory Y explained most employees

Herzberg’s Motivator-Hygiene Theory

• “What do people really want from their work experience?”– Motivating factors create job satisfaction– Hygiene factors create job dissatisfaction

• Proper management of hygiene factors can prevent dissatisfaction but cannot provide motivation

• Management needs to focus on job satisfiers

MotivationMotivation––HygieneHygiene Theory of Motivation Theory of Motivation

Hygiene factors avoid job dissatisfaction

• Company policy and administration

• Supervision• Interpersonal relations• Working conditions• Salary• Status• Security

• Achievement• Achievement recognition • Work itself• Responsibility• Advancement• Growth

• Salary?

Motivation factors increase job satisfaction

Does Money Motivate?

• Yes or no • Many sources list it as most important

• Others minimize importance

• One study in the U.S.A. indicated that – White-collar workers listed money as 10th

– Blue-collar workers list as most important

• Importance varies by individual– Necessary to maintain lifestyle

McClelland’s Needs

Need for Achievement –need for excellence, competition, challenging goals, persistence, and overcoming difficulties

Need for Power – need to influence others, change people or events, and make a difference in life

Need for Affiliation - need for warm, close, intimate relationships with others

Applying Motivational Theory

• Job Design– Job enlargement– Job enrichment– Job rotation or cross training

• Work Schedule– Compressed work week– Flextime– Job sharing– Telecommuting

Applying Motivational Theory, cont.

• Recognition, Empowerment, & Economic Incentives

– Formal recognition

– Employee empowerment

– Monetary incentives

• Variable pay

Factors That Must Be Present In Order For A Person To Be Motivated

• Fulfillment of one’s basic needs

• Healthy work environment

• Security in one’s employment

• Knowledge and ability to do the job required

• Knowledge of the practiced employee policies and procedures

Factors that contribute to Employee's Motivation

• We are making a contribution

• Supervisor’s praise

• Respect of colleagues and peers

• Being informed of happenings

• Having meaningful & interesting work

How to improve your self-motivation skills?

• Stop Procrastinating• Eliminate all Negativity• Take Responsibility • Be Realistic • Make Concrete Plans• Give Yourself Rewards

Importance of Motivation in Army

It is important as an army leader that you be able to motivate subordinates to accomplish a physically challenging task or perform a hazardous task that is dangerous and life threatening.

MOTIVATION TECHNIQUES FOR ARMY PERSONNEL

Serving as the ethical standard bearerDeveloping cohesive teamsRewarding and PunishingRecognize and meet subordinate needsServe as and develop positive role

models

• HOW WOULD YOU SERVE AS AN ETHICAL STANDARD BEARER?– By being decent, honorable and honest

• WHAT CAN HAPPEN IN SITUATIONS WHERE THE LEADER DOES NOT SERVE AS A POSITIVE ROLE MODEL?– Will lack confidence, self discipline, and constantly avoid

doing the right thing.• WHAT ARE SOME THINGS WHICH YOU CAN DO TO

DEVELOP A COHESIVE TEAM ?– Train together; Develop a team; Give the team an

identity and Worth; Participate in sports and social activities, etc.

• REWARDS– Reward individual and team behavior that supports unit

tasks and missions

POSITIVE TOOLS OF MOTIVATION

Set the exampleEstablish clear goals and objectivesObtain recommendations from every leader in

the chain on rewards, training, and awardsUse the established awards system to the

maximumCreate unit level certificates or awards for

individuals and/ or unitsReward the desired behavior of an individual or

group promptlyPresent awards at a retreat, parade, or some

other appropriate unit ceremony

POSITIVE TOOLS OF MOTIVATION (CONT)

Give verbal praise liberally Develop awards and ways of recognizing the

majority of your soldiers who consistently meet or exceed the standard

Promote those who work hard, study hard, achieve standards, and influence others to achieve unit standards

NEGATIVE TOOLS OF MOTIVATIONGive warnings about inappropriate behaviorUse verbal and written reprimands when

appropriateEnsure that every leader in the chain of

command is involved in the process of judicial or non-judicial disciplinary action

Conduct reprimands, counseling, and corrective action as privately and as quickly as possible after an offense

Direct the punishment or counseling at the behavior, not the subordinate

The subordinate must know the desired behavior and be able to perform it acceptably

Motivation Process

1. Identification of Needs• One way to identify needs is by listening carefully. Let the

people talk freely with you and in your presence• Do not interrupt• Pay attention to everything that is being said by everybody• Ask them to explain further anything that you do not understand• Try to remain objective and do not show displeasure • Do not argue• Report back any important statements they make and explain

that what you understand them to mean and allow them to correct what you say

• Review in your own mind their feelings and important statements and identify whether the needs are extrinsic or intrinsic.

Motivation Process Contd.

2. Clearly define your mission and relate your plans and programs with their needs as far as possible. In other words, help them see your plans and programs as contributing to achievement of their own goals and needs.

3. Make sure to help acquire all resources - technical, personnel, political, financial.

4, Encourage all the time while they are undertaking the activities.

5. Provide timely and honest feedback on the performance

Thank you for Listening