Presentation on theme: "Rex Gatto Ph.D.,BCC Gatto Associates, LLC 750 Washington Road Pittsburgh PA 15228 412-344-2277 www.rexgatto.com."— Presentation transcript:
Rex Gatto Ph.D.,BCC Gatto Associates, LLC 750 Washington Road Pittsburgh PA 15228 412-344-2277 www.rexgatto.com
This presentation is based on the books: Smart Manager FAQ by Rex Gatto Herzberg: Motivation and Hygiene Factors by Alan Chapman Organization Behavior Structure Process By James Gibson
Soft skills are personal attributes that enhance an individual's interactions, job performance and career prospects. Unlike hard skills, which are about a person's skill set and ability to perform a certain type of task or activity, soft skills are interpersonal and broadly applicable.hard skills
Soft skills are often described by using terms associated with personality traits, such as: ◦ optimism ◦ common sense ◦ responsibility ◦ a sense of humor ◦ integrity
Abilities that can be practiced (but require the individual to genuinely like other people) such as: empathy teamwork leadership communication good manners negotiation sociability the ability to teach.
Hard skills get you the interview but soft skills get you the job.
Defining Motivation Motivating Boomers, Gen X-ers and Y-ers Motivating Factors Feedback and Development How Motivation Enhances Performance Motivational Strategy
Motivation is the desire that energizes a person to do certain things based on the wants and needs of a person.
If a person wishes to meet these wants and needs, then it up to the person to motivate self so that s/he takes key actions. Effort – Desire – Willingness Motivation can be caused by Rewards – Benefits – Achieving Goals
Ask what motivates YOU What’s to be accomplished Challenges Encourage risk-taking Right communication Ask “What’s in it for me” Identify the trade-offs What causes you to take action? Motivation
Physical and mental effort expended toward a goal Extrinsic: outside recognition, praise, reward Intrinsic: internal pride, fulfillment, self actualization Performance=competence x motivation
Define purpose and direction Get resources, people, systems, and tools Create a plan to achieve the task Set quality standards Control and maintain work flow Monitor Report progress Review, reassess, and adjust the plan If in place, they are motivators!
Traditionalist 8% of the workforce Boomers 41% of the workforce X Generation 30% of the workforce Y Generation 21% of the workforce Z Generations 0%
Silent and Greatest generation High respect for authority Follow rules and regulations/hard workers View work as an obligation Like a direct and commanding leader Technically challenged/like 1 on 1 communication
Security, work ethic and advancement Self actualization through work, personal growth, and self improvement Health and wellness involvement and team work Recognition, feel rewarded, and participatory management
Diversity with challenging work Global thinking through connectivity and the internet Life balance or flexibility to work, non traditional hours and work from home Loyalty is directed more to partners/managers than the organization They like fun, informality, and self reliance, Gen X is the generation that is more concerned about building resumes full of experiences and references, not long-term relationships with organizations. Loyalty Unplugged by Buahene & Kovary (2007).
Optimistic, civic minded, and confident Achievement oriented Sociable, moral, street smart, and diverse Haven’t experienced losing Received gold stars at school Whole team received trophies Their opinions listened to; their suggestions acted on They entered the workplace looking for parents.
Boredom ranks high on the Xers and Yers list of reasons to stay or leave a firm. Since compliance is a routine function, accounting firms are at risk. What motivates: career opportunities, environmental policies, ethical companies, a strong employment brand, approachable managers and partners (less intimidating), focus on mentoring Generation Y What it Means for CA, by Andrea Roberts
The Abbreviated Motivational Profile outlines the reason we put out effort that fulfills our strengths and talents Performance = Competence X Motivation
Inducement systems are those design aspects of an organization, which act to energize, direct, or sustain behavior within the organization.
Reward, Task, Managerial, and Social Workplace energizers, to sustain behavior
Implementation of formal reward systems in the organization, such as the compensation and the promotional systems. Ex. pay raise may be a form of pure instrumental motivation, or it may provide the basis upon which the individual’s self perceptions are reinforced or enhanced.
Job responsibilities, task or duties One’s contribution to the success of the task Competencies and values that comprise a role- specific identity that may be crucial to an individual’s self concept.
Leadership style or characteristics Leadership style, in terms of conditional/uncondition al feedback, impacts one’s self-perception as well as one’s self esteem.
People are motivated by the rewards/punishments enforced by the organization Individuals are motivated to demonstrate the traits, competencies, and values which are important to the team/department/firm
I feel that my input (work) is less than the output ($, benefits, fulfillment) I feel lucky, feel I do not have to work as hard compared to what I am getting (athletes and CEOs)
I feel that my input (work) out weighs the output ($, benefits, fulfillment) De-motivation is proportional to the perceived disparity between inputs and expected outputs. Some people reduce their effort and are disgruntled, or are outwardly difficult, and even disruptive.
Key to firm success is to ensure people are in a growth and developmental process and fairly compensated Focus is on the development of skills, behaviors, and needed technical knowledge There is measurable growth each year
Partners/manager need to define the performance factors that create consistency through a common performance language
Workplace Motivation Workplace Motivation Opportunity + desire + ability Identify what you want to accomplish Be realistic Identify your biases (likes & dislikes) Give yourself and others recognition
Workplace Motivation #2 Workplace Motivation #2 Take action Have courage Communicate on the level of the listener Answer what is in it for ME Identify the trade-offs
Your consent to our cookies if you continue to use this website.