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YOUTH & FAMILIES AGRICULTUREHEALTHECONOMYENVIRONMENTENERGY COMMUNITIES MOTIVATION: TAPPING INTO THE RIGHT SOURCES Based on the studies of Barbuto & Scholl,

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Presentation on theme: "YOUTH & FAMILIES AGRICULTUREHEALTHECONOMYENVIRONMENTENERGY COMMUNITIES MOTIVATION: TAPPING INTO THE RIGHT SOURCES Based on the studies of Barbuto & Scholl,"— Presentation transcript:

1 YOUTH & FAMILIES AGRICULTUREHEALTHECONOMYENVIRONMENTENERGY COMMUNITIES MOTIVATION: TAPPING INTO THE RIGHT SOURCES Based on the studies of Barbuto & Scholl, 1998 & The Community Leadership Academy presented at Lancaster County Extension Office, Lincoln, NE

2 Until the 80’s effective leadership meant: –Being precise in making decisions –Courage and audacity to develop new organizational strategiess. Today an effective leadership means: –To dominate the art of motivaton –Being capable to understand and comunicate with others –Being capable to match people’s talent with the right activity/situation Servant Leaders inspire and motivate their followers Leadership and Motivation

3 . What is Motivation A motive is an impulse that causes a person to act. Motivation is an internal process that makes a person move toward a goal. –Motivation, like intelligence, can’t be directly observed. Instead, motivation can only be inferred by noting a person’s behavior

4 Perspectives Offered From Different Fields expectancy (Vroom, 1964) psychosocial (Jung, 1971) need-based (Maslow, 1954; Hezberg, 1964) social identification (Ashforth & Mael, 1989) value-based (Etzioni, 1961; Katz & Kahn, 1978) goal setting (Locke & Latham, 1984) self concept-based (Brief & Aldag, 1981; Sullivan, 1989) and ego development (Kegan, 1982; Loevinger, 1976)

5 Hierarchy of Needs – Abraham Maslow

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7 Herzberg’s Two-factor Theory Certain factors in the workplace result in job satisfaction, but ifjob satisfaction absent, lead to dissatisfaction. He distinguished between: Hygiene factors; (e.g. status, job security, salary and fringe benefits) that do not motivate if present, but, if absent, result in de-motivation.Hygiene factorsjob securitysalary Motivators; (e.g. challenging work, recognition, responsibility) which give positive satisfaction.

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9 Sources of Motivation Intrinsic Process  derived from fun or enjoyment during the task Instrumental  derived from expectations of tangible rewards Self-Concept External  derived from a desire to improve one’s reputation and image Self-Concept Internal  derived from a need to meet personal standards and achieve Goal Internalization  derived from a deep-rooted belief in the cause or principle

10 Fun/Pleasure (Intrinsic Process) - Pure task and or people pleasure - Enjoyment during activities - When choosing tasks or a group of people, they choose whichever ones sound the most fun - Often put off tasks that aren’t fun - Best when engaged in work they enjoy performing - Will make the workplace a ‘fun place’

11 Behavioral Indicators of Intrinsic Process Are easily taken off tasks when is not enjoyable Will often talk about how much they like or dislikes the tasks assigned Will volunteer freely for fun activities Will seek jobs they enjoy doing Won’t be good at their jobs, if they don’t enjoy doing the work

12 Tangible Rewards (Instrumental Motivation) -Concerned with tangible rewards -Pursue activities with $ outcomes -Choose jobs/careers based on $$$ -“What’s in it for me?” -View life as a series of exchanges -Always looking for better situations

13 Behavioral Indicators of Instrumental Motivation Will ask “What’s in it for me?” Will expect compensation for any and all extra work performed Will talk about how much money they makes or should make Will frequently talk about the relative wealth of others

14 Reputation (Self-Concept External) -Focus on others’ opinions -Work to enhance their reputation -Desire to meet others’ expectations -Pursue interpersonal connections -Seek membership and status within desired reference groups -Seek ‘recognition’ and ‘praise’

15 Behavioral Indicators of Self-Concept External Will frequently ask for others’ feedback Will seek praise and recognition for work performed May often brag or tell stories about accomplishments May be trendy or materialistic May strive for popularity or fame Will be attentive to who gets the credit when work is finished.

16 Challenge (Self-Concept Internal) -Strive to meet personal standards -Pursue activities that reinforce their self concept -Tend to be motivated from within -Seek activities that require their skills, values or qualities -May not require any public recognition for accomplishments

17 Behavioral Indicators of Self-Concept Internal Will seek out new challenges at work Work best when their skills are needed Are disinterested in menial or insignificant tasks Interested in developing and improving their abilities and talents Will perform important tasks with little supervision or direction

18 Moral Purpose (Goal Internalization) Must believe in the cause before they will work hard Will often engage in moral activities Are not concerned with self-interests Principles guide their choices They pursue jobs with socially moral organizations May not be motivated by rewards, recognition, or esteem

19 Behavioral Indicators of Self-Concept External Will ask about the purpose of tasks Will comment on the strategic focus of organizations or lack of moral content Will work hard when they believe in the cause; wont’ work hard if they don’t May work harder in charity drives or service programs than they do in their regular jobs Will live a professional life guided by a strict set of principles and values

20 Conclusion People are motivated in different ways To effectively motivate others, leaders need to: –Identify these motives –Find ways to tap into them –In large groups: need them all!

21 Results of De-motivation


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