1. Enhancing Motivation

2. 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.

3. 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.

4. What are some of the motivating factors at work? Achievement Recognition Status Responsibility The job itself (nature of the work) Advancement/promotion Money/security Working conditions Given our understanding of the word motivation, what would be the opposite of motivation?

5. 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.

6. 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

7. What do people want from their jobs ? High wages Job Security Advancement and Promotion Good working conditions Interesting work Relationships and Supervisor Policies, Practices, Culture Full appreciation of work done Help on personal problems A sense of achievement 1212 2 1

8. 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

9. 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"?

10. 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.

11. 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.

12. ACHIEVEMENT RECOGNITION WORK ITSELF RESPONSIBILITY ADVANCEMENT POLICY, PRACTICES SUPERVISION RELATIONSHIP $ PACKAGE

13. HERZBERG SUGGESTS EMPHASIZING ON THE FOLLOWINGS TO MOTIVATE PEOPLE Achievement, Recognition, The work itself, Responsibility, and Growth.

14. WHEN USING PRAISE, DO: Mean what you say (don’t exaggerate) Say what you mean Avoid generalities Use it to provide encouragement (timely)

15. 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

16. 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 praise Don’t trap or humiliate the person Don’t blame entire department for a problem Don’t play psychiatrist and try to explain to an employee why an unacceptable act occurred

17. PRAISE AND CRITICISM Do 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?

18. 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

19. 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 originates The manager accepts the status quo; the leader challenges it The manager is the classic soldier; the leader is his own person The manager does things right; the leader does the right thing