Motivating to Perform in the Workplace (ILM Level 3 Unit M3.12) Rebecca Johnson Corporate Learning & Development

Aim To develop knowledge and understanding of motivating the team to perform as required by a practising or potential first line manager.

Objectives Explain the value of formal & informal assessment and ways to ensure fairness & objectivity Outline factors that influence how people behave at work Explain how to apply one recognised theory of motivation to team members Explain the importance of feedback to improve communication & performance By the end of the session you will be able to:

Motivation Definitions “Internal and external factors that stimulate desire and energy in people to be continually interested in and committed to a job, role, or subject, and to exert persistent effort in attaining a goal”. Business Dictionary.com “A conscious or unconscious driving force that arouses and directs action towards the achievement of a desired goal”. Online Free dictionary

A Manager’s Role To create an environment where people can be motivated To provide conditions where people can achieve what they want to achieve

Maslow’s Hierarchy of Needs Physiological The need for food, drink and shelter Safety The need for protection against danger Love The need for love, affection and belonging Self-Esteem The need for self-esteem and esteem from others Self- Actualisation The need to develop potential and skills

Herzberg’s Two Factor Theory Working conditions Policies & administration Interpersonal relationships Salary & wages Status Job security Achievement Recognition Work itself Responsibility Recognition HYGIENE/MAINTENANCE FACTORSMOTIVATING FACTORS

McClelland Needs-Based Motivational Theory Achievement Authority & Power Affiliation Identifies 3 types of motivational need

Why Participate? Members share responsibility for the achievement of team goals People communicate appropriately Individuals co-operate to achieve their tasks The team feels a sense of group identity The team performs effectively Source: Motivation & skills development – Open College

Participation Activity What you did How you felt Did you feel confident or elated? Did it help you gain a sense of belonging? Were you surprised to discover hidden talents? The benefits of your involvement These may have been personal benefits and/or may have affected the team as a whole or the organisation at large.

Maximising Participation Respect them Trust them Have confidence in their abilities Value their opinions Believe in their potential Involving staff fully is about creating the environment; one in which they know that you:

INCREASE PARTICIPATION & MOTIVATION BRIEFINGDELEGATINGLISTENING JOB ENRICHMENT

Importance of Assessing Performance All team members contributing towards aims and objectives of team All team members understand their contribution Quality of output Identify improvements (individual & service) Recognise efforts

Assessing Performance Formal assessment - PPDR’s - supervision or 1:1’s - team meetings - written reports Informal assessment - talking to staff as you come across them

Fair Assessment Ensure clear objectives written & agreed Measurable objectives Identify obstacles, support in overcoming Use established organisational standards - WWS4 - LCF - performance and service standards Observed behaviours not your feelings

Performance Standards Specify outcomes Be explicit Be realistic Describe outcomes which are measurable

Measuring Performance Standards Quantity (how many? how much?) Quality (how good?) Time (by when? how long?) Cost (how much?) Most work activities can be measured by using one or more of these factors:

Performance Standards Examples What criteria might you use to measure the work of a clerk? (At least 2 examples) What criteria might you use to measure how well a work unit was looking after its external customers? (At least 2 examples) - No more than (say) 3 errors per 100 documents handled - - All filing to be completed within 3 days - All letters to be acknowledged within 1 working day - Less experienced staff are able to explain why customer care is important - No more than (say) 6 justifiable complaints from customers are received in a quarter - Correspondence from customers is picked up and progressed on the next working day after receipt and a full response is made within a week.

Meaningful Feedback Is … Immediate Specific Describes results Something receiver can act upon & change Of benefit to receiver and not the giver More often positive than negative Verifiable

Make Feedback Balanced - strengths & areas for development Observed - verbal and non-verbal Objective – avoid judgements & inferences Specific – provide examples Timely – as soon as possible after behaviour observed

Objectives Explain the value of formal & informal assessment and ways to ensure fairness & objectivity Outline factors that influence how people behave at work Explain how to apply one recognised theory of motivation to team members Explain the importance of feedback to improve communication & performance By the end of the session you will be able to: