Presentation Motivation
- 1. MOTIVATION - creating a situation where people want to work well! JKC Consulting Ltd.
- 2. Motivation - Three Questions What are people looking for from work? What happens if they do not find what they are looking for? What can Managers, Supervisors and Team Leaders do to ensure that their people are motivated? JKC Consulting Ltd.
- 3. What are p eo p le lookin g for from work? Money/Perks Job satisfaction Recognition Praise Status Achievement Security Interest Challenge Variety Good conditions Companionship Autonomy Competition Training/Learning Responsibility Prospects To be kept informed Fair treatment Authority/Power JKC Consulting Ltd.
- 4. Maslow’s Hierarchy of Needs Physiological Safety Social Esteem Self actualisation 1. A need which has been satisfied no longer motivates a person’s behaviour. 2. The need for self actualisation can never be satisfied. JKC Consulting Ltd.
- 5. Maslow’s Hierarchy Physiological Needs - food, shelter, clothing Safety Needs - security, order, freedom from threat Social Needs - relationships, love, affection, belonging Esteem Needs - respect, appreciation Self-actualisation - the fulfilment of personal potential JKC Consulting Ltd.
- 6. Maslow’s Hierarchy Maslow’s hierarchy is usually shown as five steps, but Maslow included seven steps. 6. Freedom of enquiry and expression needs - for social conditions permitting free speech and encouraging justice, fairness, honesty. 7. Knowledge and understanding needs – to gain and order knowledge of the environment, to explore, to learn. JKC Consulting Ltd.
- 7. Frederick Hertzberg Took Maslow’s Steps and divided them into two groups. HYGIENE FACTORS, which he said do not motivate, but their absence will tend to de-motivate. MOTIVATORS, which are those things that truly motivate a person. JKC Consulting Ltd.
- 8. H yg iene Factors Pay. Type of supervision. Relationships with others. Physical working conditions. Fringe benefits. Company policies. JKC Consulting Ltd.
- 9. Motivators Achievement. Recognition. Responsibility. Promotion prospects. The nature of the work itself.
- 10. Problem!! For some people, achievement is getting through the day having done the absolute minimum of work. We all know and have worked with people who would run a mile if you suggested they accept added responsibility. Some people are not interested in promotion for all kinds of reasons.
- 11. Why? Everyone is different. Different desires, different ambitions, different drivers. Everyone changes – you are not the same now as you were ten years ago. The impact of life experiences. The practical evidence does not fully support Maslow and Hertzberg.
- 12. Process Theories Emphasise HOW a person is motivated, rather than WHAT motivates them. They recognise that different people are motivated by different things. A worker will make the required greater effort when the outcome is highly valued by the worker, who has high expectations of achieving the outcome.
- 13. Process theories say that Managers should:- Know the rewards valued by each person. Indicate the performance level needed to earn the reward. Show that the performance level is achievable. Reward soon after the achievement. Ensure that the relationship between reward and performance is clearly seen. Minimise undesirable results of high performance.
- 14. Is mone y reall y a motivator? It always is for greedy people. It depends on our economic circumstances. In some situations money can be a negative motivator - a stick, rather than a carrot. You cannot normally buy motivation over a prolonged period. Money alone cannot produce a sustained positive attitude.
- 15. What is Job Satisfaction? A sense of achievement, of self-fulfilment, of self-actualisation experienced by a person as a result of doing their job. It is achieved when the person gets from their work, those things for which they as an individual are seeking at that time. It is not a permanent state.
- 16. What ha pp ens if the y do not find it? Quit Minor disputes Grievances Absenteeism Poor timekeeping Resistance to change Disinterest Poor atmosphere Interpersonal friction Reduced output Poor quality/wastage Low morale Insubordination Vandalism/Sabotage Lack of co-operation Apathy Increased accidents Higher costs/lower profits
- 17. Reactions to Frustration Rational Seek to change the circumstances. Seek to adjust your expectations. Leave. Irrational Aggression - overt and hidden. Regression - pettiness, harping back to the past. Fixation - rigidity Resignation - couldn’t care less.
- 18. WORK PERSONAL ACCOMPLISHMENT Diversion of Efforts Frustration of Achievement
- 19. What can Team Leaders do? Treat people as individual human beings. Foster and encourage good relations. Provide a fair system of pay. Encourage communication, participation, involvement, discussion. Generate an appropriate management style. Good selection followed by thorough training and induction.
- 20. Allow autonomy where possible. Introduce new job challenges. Use employees’ talents - Delegate. Provide for learning with real prospects. Give praise and recognition when deserved. Job enrichment, enlargement, rotation. Set a good personal example. Fair and impartial treatment. Sensible and sensitive discipline. Show respect for other people. Deal promptly with genuine grievances.
- 21. Individual Benefits Job satisfaction Challenge Achievement Learning recognition Reward Autonomy Opportunity Responsibility Involvement Interest Sense of purpose Understanding of requirements and objectives
- 22. Com p an y Benefits Reliability High productivity High quality work Good team spirit Managers free to do more important tasks Co-operation and good relationships Recruitment Retention of skills Profitability Simpler introduction of change Commitment from employees