Enhancing Motivation

By the end of this session, you will be able to:

Define motivation.

Explain the five methods we can use to motivate staff.

Identify motivation techniques we as supervisors/managers could use more often to motivate our staff.

How can we define motivation?

Motivation - is having a motive for action! It is what makes a person act, e.g. Fear, love, ambition, hate,

desire.

Motivation is a measure of the extent to which people commit themselves to achieving goals which satisfy needs.

Motivation is internal but external incentives can initiate action.

What are some of the motivating factors at work?

AchievementRecognitionStatusResponsibilityThe job itself (nature of the work)Advancement/promotionMoney/securityWorking conditions

Given our understanding of the word motivation, what would be the opposite of motivation?

What would be some of the signs of a demotivated employee?

Productivity drops Symptoms Lack of cooperation Anger Verbal responses Loss of original energy level. "Excellent" time keeping i.e. arrives on

time - leaves on time. Attitude of not caring for one's work and

appearance.What would be the effect of a demotivated employee to your

department?Reduced output, less success

for you.

What do people want from their jobs ?

Indicate which of the 10 items listed is felt to be of most importance in contributing to employee morale.

Rank INDIVIDUALLY the items from 1-10, assigning 1 to the most important item, 2 for #2, etc., so that all 10 numbers are used.

EXERCISE

What do people want from their jobs ?

High wagesJob SecurityAdvancement and PromotionGood working conditionsInteresting workRelationships and Supervisor Policies, Practices, CultureFull appreciation of work doneHelp on personal problemsA sense of achievement

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key is to find out what motivates the people you want to motivate.

Motivating employees involves meeting their needs.

This can lead to high productivity and therefore better performance.

We can only provide the 'environment' to motivate a person, and not motivate them directly.Hertzberg's Theory

Distinguishing elements which create satisfaction as distinct from the elements which motivate

What elements create motivation in the work place, according to Hertzberg?

Hertzberg claims that motivation is the quality of human experience at work.

Everyone has different motivators….

Giving employees the opportunity to use their ability is one of the greatest motivators of all.  

Everyone is different. Everyone has different motivators. Do you know what makes people "grow" and "bloom"?

What elements create motivation in the work place, according to Hertzberg?

Herzberg investigated the question, “what do people want from their job?”

He asked people to describe, in detail, situations when they felt exceptionally good and bad about jobs.

The motivation-hygiene theory was proposed by psychologist Frederick Herzberg

Certain characteristics tend to be consistently related to job satisfaction ◦Factors on the right side of the figure, and

Others to job dissatisfaction ◦The left side of the figure.

ACHIEVEMENT

RECOGNITION

WORK ITSELF

RESPONSIBILITY

ADVANCEMENT

POLICY, PRACTICES

SUPERVISION

RELATIONSHIP

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HERZBERG SUGGESTS EMPHASIZING ON THE FOLLOWINGS TO MOTIVATE PEOPLE

Achievement, Recognition, The work itself, Responsibility, and Growth.

WHEN USING PRAISE, DO:

Mean what you say (don’t exaggerate)

Say what you meanAvoid generalitiesUse it to provide encouragement

(timely)

PRAISE OFFERED SOON AFTER A TASK HAS GREAT INFLUENCE:

The task is fresh in the mind of the employee

You demonstrate your interest in what they were doing soon after it was completed

It reinforces self-confidence

WHAT GET’S REWARDED GET’S REPEATED

KEYS TO EFFECTIVE CRITICISM

Limit your comments to the performance, behavior

Criticize as quickly as possible when you discover a problem

Listen carefully to what the employee has to say

Don’t present criticism with praiseDon’t trap or humiliate the personDon’t blame entire department for

a problemDon’t play psychiatrist and try to

explain to an employee why an unacceptable act occurred

PRAISE AND CRITICISMDo you regularly offer meaningful

praise when it is deserved?When you criticize, do you listen

carefully and criticize in private?Do you avoid mixing praise and

criticism in all situations?Do you listen to all sides in a

conflict, judging the issues and not the personalities involved?

The manager administers; the leader innovates

The manager adapts, copies; the leader is an original

The manager focuses on systems and structure; the leader focuses on people

The manager relies on control; the leader inspires trust

The manager has a short-range view; the leader has a long-range perspective

Leader vs. Manager

Leader vs. Manager

The manager asks how and when; the leader asks what and why

The manager has his eye on the bottom line; the leader has his eye on the horizon

The manager imitates; the leader originatesThe manager accepts the status quo; the leader

challenges itThe manager is the classic soldier; the leader is

his own personThe manager does things right; the leader does

the right thing