staff motivation - running hot or freezing cold

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Staff Running hot or freezing cold. How to optimise their performance. Medicine on the Edge 2014 Mark Stallwood MBA, Grad Dip Educ., B.V.Sc, Dip Prac. Management, Cert IV Workplace Trainer & Assessing, AFAIM, MAICD, MAVBA, MAAPM, MAITD CPM Director - Stallwood Consulting Services Academic Director - Practice Management Program UNE Partnerships [email protected]

Author: mark-stallwood

Post on 15-Nov-2014

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How to motivate staff is more than just using dollars. Management guru Dan Pink describes the 3 drivers to better enagagement. This presentation reviews some of the earleir work on motivation and highlights some of the new ideas that we need to put in place in your workplace.

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  • 1. Mark Stallwood MBA, Grad Dip Educ., B.V.Sc, Dip Prac. Management, Cert IV Workplace Trainer & Assessing, AFAIM, MAICD, MAVBA, MAAPM, MAITD CPM Director - Stallwood Consulting Services Academic Director - Practice Management Program UNE [email protected]

2. All behaviour based on some form of rewardor 3. Maslow (1943)Herzberg (1959)The Hawthorne EffectMcGregor -Theory X and Theory Y (1960) 4. Maslow (1943)Herzberg (1959)The Hawthorne EffectMcGregor -Theory X and Theory Y (1960) 5. Maslow (1943)Herzberg (1959)The Hawthorne Effect (Landsberger 1950)McGregor -Theory X and Theory Y (1960) 6. Maslow (1943)Herzberg (1959)The Hawthorne EffectMcGregor -Theory X and Theory Y (1960) 7. Extrinsic motivation occurs when we are motivated to perform a behaviour or engage in an activity in order to earn a reward or avoid a punishment. 8. Intrinsic motivation involves engaging in a behaviour because it is personally rewarding; essentially, performing an activity for its own sake rather than the desire for some external reward 9. Incentive Performance based cash bonus Increase in base pay Non Financial Incentives Praise and recognition from management Attention from business leader Opportunities to lead teamEffectiveness (% of respondents finding extremely effective)60% 52% 67% 63% 62%McKinsey Quarterly Report 2009 - 2000 respondents 10. The quality of working relationshipsWorkplace leadershipHaving a sayClear valuesBeing safe 11. The built environmentRecruitmentPay and conditionsGetting FeedbackAutonomy and uniqueness 12. A sense of ownership and identityLearningPassionHaving funCommunity connections Simply Best workplaces in Australia Hull and Read 2003 13. Intrinsic motivation behaviour Not dependant on age, gender or nationality Arises from circumstance, experience and context It can be learnt Usually achieve more than extrinsically motivated individuals 14. Autonomy 15. the desire to self-direct our own lives. 16. AutonomyMastery 17. the urge to get better and better at something that matters. 18. AutonomyMasteryPurpose 19. the yearning to do what we do in the service of something larger than ourselves 20. We need to update our thinking on motivating staff in order to improve productivity The costs to business of low productivity are $12 billion per year in Australia (The EY Australian Productivity Pulse) 21. How do you motivate staff in your workplace?