1. Motivation

2. “A leader is best when people barely know he exists, when his work is done… they will say: We did it ourselves.” ~ Lao-Tzu, c. 600 B.C. “Leadership is the art of getting someone else to do something you want done because he wants to do it.” ~ Dwight D. Eisenhower, 1890 - 1969

3. The Nature of Motivation If an employee chooses to work hard one day, and work just hard enough to avoid reprimand, or as little as possible on another day, what then is “Motivation?” –Motivation is the set of forces that causes people to behave in certain ways.

4. Employee performance depends on motivation to perform. –Motivation leads to good performance when it is accompanied by ability, skills, equipment, supplies, and time.

5. The Importance of Motivation in the Workplace What are the three factors that determine individual performance? –Motivation: The desire to do the job. –Ability: The capability to do the job. –Work environment: The resources needed to do the job.

6. Key Topics  Psychological contracts in the workplace  Job satisfaction and employee morale  Theories of employee motivation  Job satisfaction and employee motivation  Managerial styles of leadership

7. What Was the Traditional Approach?  Economic gain was the primary thing that motivated employees.  Money was more important to employees that the nature of the job.  Employees could be expected to perform any kind of job if they were paid.

8. What Is the Human Relations Approach? It emphasizes the role of social processes in the workplace. Employees want to feel useful and important. Are these social needs more important than money? –YES!

9. Psychological Contract A Set of Employment Expectations Contributions: What does each employee expect to contribute to the organization? Inducements: What will the organization provide to each employee in return?

10. Satisfied Employees Are More Productive and More Committed Job Satisfaction: Degree of enjoyment employees derive from doing their jobs High Morale: An overall positive employee attitude toward the workplace Low Turnover: A low percentage of employees leave each year MORALE TURNOVER MORALE

11. Highly Motivated Employees Are Critical to Business Success   Classical   Behavior: The Hawthorne Studies   Contemporary Motivation: The set of forces that cause people to behave in certain ways

12. The Human Resources Model Theory X and Theory Y Theory X  People are lazy.  People lack ambition and dislike responsibility.  People are self- centered.  People resist change.  People are gullible and not very bright. Theory Y   People are energetic.   People are ambitious and seek responsibility.   People can be selfless.   People want to contribute to business growth and change.   People are intelligent.

13. Maslow’s Hierarchy of Needs Self- Actualization Needs Esteem Needs Social Needs Security Needs Physiological Needs General Examples Organizational Examples Self-FulfillmentChallenging Job Self-ActualizationNeeds StatusJob Title Esteem Needs FriendshipFriends at Work Social Needs StabilityPension Plan Security Needs ShelterSalary Physiological Needs

14. Hygiene Factors Supervisors Working Conditions Interpersonal Relations Pay & Security Company Policies & Administration Motivation Factors Achievement Recognition The Work Itself Responsibility Advancement & Growth Two Factor Theory DissatisfactionSatisfaction

15. Expectancy Theory Effort- Performance Issue Performance- Reward Issue Rewards- Personal Goals Issue Individual Effort Individual Performance Organizational Rewards Personal Goals

16. Equity Theory Employees evaluate their treatment relative to the treatment of others Inputs: Employee contributions to their jobs Outputs: What employees receive in return The perceived ratio of contribution to return determines perceived equity

17. Strategies for Enhancing Job Satisfaction and Morale   Reinforcement/behavior modification   Management by objectives   Participative management and empowerment   Job enrichment and job redesign   Modified work schedules

18. What Are the Individual Human Needs?  Need for achievement: -The desire to accomplish a goal or task more effectively than in the past.  Need for affiliation: -The desire for human companionship and acceptance.  Need for power: -The desire to be influential in a group and to control one’s environment.

19. Popular Motivational Strategies Empowerment: –The process of enabling workers to set their own work goals, make decisions, and solve problems within their sphere of responsibility and authority. Participation: –The process of giving employees a voice in making decisions about their own work.

20. Reward Systems  Reward system: -The formal and informal mechanism by which employee performance is defined, evaluated, and rewarded.  Merit system: -A reward system whereby people get different pay raises at the end of the year depending on their overall job performance.  Incentive system: -A reward system whereby people get different pay amounts at each pay period in proportion to what they do.

21. Reinforcement / Behavior Modification Theory Positive Reinforcement PunishmentPunishment When rewards are tied directly to performance When negative consequences are attached directly to undesirable behavior

22. Identifying Resources Counseling Setting Verifiable Goals & Clear Plans Meeting Management by Objectives Collaborative Goal-setting Collaborative Goal Setting & Planning Communicating Organizational Goals & Plans Periodic Review Evaluation

23. Participative Management and Empowerment   Increasing job satisfaction by encouraging participation   Team management represents a growing trend

24. Job Enrichment and Job Redesign Job Enrichment: Adding one or more motivating factors to job activities Job Redesign: Designing a better fit between workers and their jobs –Combining tasks –Forming natural work groups –Establishing client relationships

25. Work share programs  Flextime programs and alternative workplace strategies  Telecommuting and virtual offices Modified Work Schedules

26. Sample Flextime Scheduling Joe Sue Pat6:00A.M.7:00A.M.8:00A.M.9:00A.M.10:00A.M.11:00A.M.12:00NOON1:00P.M.2:00P.M.3:00P.M.4:00P.M.5:00P.M.6:00P.M. FlexibleTimeCoreTimeFlexibleTimeCoreTimeFlexibleTime

27. Evaluating Modified Schedules and Alternative Workplaces Advantages More satisfied, committed employees Less congestion Disadvantages Challenging to coordinate and manage Poor fit for some workers

28. The process of motivating others to work to meet specific objectives Managerial Leadership

29.  Challenge the process  Inspire a shared vision  Enable others to act  Model the way  Encourage the heart Five Fundamental Leadership Practices Source: www.theleadershipchallenge.com

30. Leadership at General Electric “Four E’s of GE Leadership”  A high energy level  The ability to energize others around common goals  The edge to make tough decisions  The ability to consistently execute and deliver on promises Source: Jack Welch Tells It Straight from the Gut, Anderson Assets, Winter 2002

31. Managerial Styles Contingency Approach The appropriate style in any situation is contingent on the unique elements of that situation Contingency Approach The appropriate style in any situation is contingent on the unique elements of that situation Autocratic Style Democratic Style Free-rein Style

32. Motivation and Leadership in the Twenty-first Century Motivation  Security and pay are no longer enough Leadership  “Coach” mentality  Diversity  Flexibility

33. Top Ten Motivators 1.Thanks personally, timely, often & sincerely 2.Take time to meet and listen to staff 3.Provide feedback 4.Encourage new ideas and initiative 5.Explain how employee fits into organization’s plans 6.Involve employees in decisions 7.Provide ownership in their work 8.Recognize, reward, and promote based on performance 9.Give chance to learn new skills 10.Celebrate successes!!!!