Staff Motivation and Recognition

Brought to you by PROCEED, Inc.

National Center for Training, Support and Technical Assistance

Facilitator: Damian Goldvarg, Ph.D.

Learning ObjectivesBy the end of the session participants:

•will define their role as supervisors in motivating and recognizing their staff.

•will identify strategies to motivate and recognize their volunteers and/or staff.

• In a triad write down a dictionarydefinition.

What is Motivation?

1. Inner Drive

2. Incentive

3. Impulse

4. Causing Motion

Webster´s Dictionary

What is Motivation?

Motivation is a word used to refer to the reason or reasons for engaging in a particular behavior. These reasons may include: basic needs such as food or a desired object, goal, state of being, or ideal.

According to Geen, motivation refers to the initiation, direction, intensity and persistence of human behavior.

What is Motivation?

Motivation Theories Maslow Needs Theory

People are motivated by a series of needs set in a hierarchical order that range from the material to the spiritual.

Self-Actualization (autonomy, independence, self-control)

Esteem (respect, status, prestige)

Social (family, friends, organizations)

Security (property, employment)

Physiological (food, shelter, clothing)

David C. McClelland’s Motivation Theory

Need to Achieve—Those who have this need make an effort to stand out and be successful.

Need to Wield Power—Those who have this need enjoy the role of “boss” and try to influence others.

Need for Affiliation—Those who have this need prefer conditions that lead to cooperation rather than competition, and they stand out for their high level of collaboration.

Stacy Adams’ Theory of Equity

Employees expect equity in compensation for their efforts and they compare themselves with others in and out of their organization.

Herzberg’s Two Factors Theory• He distinguished between:

– Motivators; (e.g. challenging work, recognition, responsibility) which give positive satisfaction, and

– Hygiene factors; (e.g. status, job security, salaryand fringe benefits) which do not motivate if present, but if absent will result in demotivation.

– The name Hygiene factors is used because, like hygiene, the presence will not make you healthier, but absence can cause health deterioration.

• Do you think that people need to be motivated?

Rewards and Reinforcement

• A reinforcer is different from a reward• What is the difference?• Reinforcement is intended to create a

measured increase in the rate of a desirable behavior following the addition of something to the environment

Rewards

• A reward, tangible or intangible, is presented after the occurrence of an action (i.e. behavior) with the intent to cause the behavior to occur again.

• This is done by associating positive meaning to the behavior. Studies show that if the person receives the reward immediately, the effect would be greater, and decreases as duration lengthens.

Rewards• Rewards can be organized as extrinsic or

intrinsic. • Extrinsic rewards are external to the person;

for example, praise or money. • Intrinsic rewards are internal to the person;

for example, satisfaction or accomplishment.

Retention Strategies for Top Talent

•Most popular strategies

•Highly effective strategies

•Least effective strategies

Most popular Highly effective

Least effective

1. Work/Life Balance

2. Job Security

3. Financial Rewards

4. Professional Career Satisfaction

5. Degree of influence over own work

What makes employees stay?

Communication

Compensation

Work Environment

CareerAdvancement

Four main categories

Effective Motivation Strategies

• Challenging projects/work assignments

• Top executive leadership and support

• Access to leading edge technology

• Incentive programs

• Freedom to work independently

• Fulfilling work

Effective Motivation Strategies

•Highly competitive compensation package

•Incentive/Perks

•Developmental Opportunities

•Reward Systems

•Educational Benefits

•Competitive Vacation/Holiday Pay

•Retirement Plans

Directly involving employees adds energy and momentum to the effort.

Talentkeepers

Reasons for Employee TurnoverBetter Compensation/Benefits

39%

Personal or Undisclosed Reasons

20%

Career Related Issues 13%

Company Related Issues 13%

Market Factors 10%

Job Related Issues 5%

Next Steps

What three things will you do differently, or think about differently as a result of today’s learning?1.

2.

3.

Contact the Facilitator

Damian Goldvarg, Ph.D.Dgoldvarg@aol.com(310) 836-7618www.thegoldvargconsultinggroup.com