UBI 238 Recognizing and Motivating Staff Instructor: Roy Gonzales, HROD Manager

 Going to talk about Motivation theory  Going to talk about Recognition theory  Going to talk about what they really mean  Going to talk about what you can do

 Who are you?  Where do you work/position?  How many people do you supervise?  What did you hope to get out of this session?

 Roy Gonzales  Physical Plant  Manager of Human Resources and Organizational Development  10 years at CSUF  35 years overall

 Probably going to say things that you don’t agree with – feel free to argue with me!

 Maslow – Heirarchy of Needs  Herzberg – Motivators and Demotivators  Theory G (Investing in Your Staff)

 What gets rewarded gets repeated  No one is motivated by punishment  We all do what is in our own (perceived) best interest  It’s YOUR fault

Abraham Maslow developed the theory that we have different levels of need. The key to Maslow’s hierarchy is that each level needs to be satisfied before someone can move to the next level.

Ego/Self Actualization Recognition Belonging Security Safety Career Advancement Promotion/$$$ Friends/Committees Pass Probation Job Work

Fredrick Herzberg developed the theory that managers fall into two types and that all of us fall on the continuum somewhere between the two extremes X _________________|_________________ Y

Theory X – People are lazy and don’t want to work and need to be pushed to work

Theory Y – People want to work and will work hard if given the chance Which are you?

Motivators  Achievement  Recognition  Nature of the work  Responsibility

Demotivators  Money  Title  Policies/Procedures  Supervision  Once they are met, they stop motivating  They are only an issue if they are missing

Theory G states that organizations work best from the bottom up. Front line staff should be empowered to do their jobs and the successive levels of management above them should be in the business of helping them be successful.

Staff Lead Supervisor Manager Director VP President Each level should support level above them

 Staff know how to do their jobs better than their managers  Staff know what needs to be done to be successful  Staff want to be successful and will work hard to get there Your Job is to Help Them

A number of studies have been done to show what motivates staff. These studies consistently show that what managers think motivate staff is different than what staff says will motivate them

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Management Thinks 1. Wages 2. Security 3. Promotion/Growth 4. Working Conditions 5. Interesting Work Maslow Thinks Safety Security Recognition Security/Recognition Self-Actualization

Staff Says 1. Appreciation 2. Involvement 3. Proper Training 4. Wages 5. Personal Concern Maslow Says Recognition Self-Actualization Recognition Safety Belonging/Recognition

Randy Youngman Orange County Register 8/13/06 Caddie for Vijay Singh: Talk about a thankless job. Here’s all you need to know about Singh, the PGA tour Player of the Year in 2004, when he set a tour record with nearly $11 million in prize money: His longtime caddie, Dave Renwick, quit after making more than $1 million carrying Vijay’s bag that year.

1.1 Million Dollars ! ! !

Randy Youngman Orange County Register 8/13/06 “I never got a ‘Good Morning’ from Vijay or ‘Good club’ after a shot or ‘Have a nice night’ at the end of the day,” Renwick told Golf World magazine. “It was either nothing or a negative if he did speak to me.”

1.1 Million Dollars ! ! !

 Eli Manning - $20 million  Tom Brady - $25 million  Eli Manning ?

There’s not enough of it!

It’s not about the money, it’s about what the money represents! Respect Appreciation

What do employees want from their jobs?

FactorManagerEmployee Good wages15 Job Security24 Promotion/Growth Opportunities37 Good working conditions49 Interesting work56 Personal loyalty to workers68 Tactful disciplining710 Full appreciation for work done81 Sympathetic help on personal problems93 Feeling “in” on things102

The number one thing you can do as a supervisor is to provide: Personal Recognition

Recognition is #1 Motivator 1. Should be timely 2. Should be appropriate for the action/effort 3. Should be meaningful to the individual 4. Should be public

 How do we reward bad behavior?  Ignore  Give in  Shift work  How do we reward good work? More work

 Poor performance  Not doing the job right  Lack of responsibility  Poor attendance  Acting out What do we NEED to reward?

Physical Plant No Cost Recognition Ideas

Investing in Your Staff Creating Development Opportunities

Some sample recognition programs  Custodial Services  Riot Recognition  100% Club

 Always nominate someone  Address all the items  Get 2 – 3 Additional Statements

 Creativity  How has the employee changed things?  What does the employee do that is different  New Policies, New Processes, New Services “…makes an effort to identify ways to complete the work that will save money, reduce waste and improve productivity…”

 Initiative  What has the employee suggested  How is the employee moving things forward  Suggestions, Problem-Solving, Changes “… makes an effort to look for materials, processes and process improvements and to present them as alternatives.”

 Leadership and/or Teamwork  How does the employee own their job?  How does the employee support teamwork  Vision, Coordination, Volunteering “… using his knowledge and experience to help improve the work processes, training other staff in work procedures…”

 Promotion of the University’s Image  How do the employee’s actions positively affect student and visitor experience  Appearance, Convenience, Service “… is committed to doing quality work in order to maintain or improve the physical appearance of the campus.”

 Special Contributions  How does the employee stand out or add value to the department  Excellence, Role Model, Commitment “… commitment to producing a top-quality product on time and on or under budget helps the whole campus to better utilize resources...”

 Additional Comments  What do people need to know about the employee  Employee deserves the award “… provides excellent customer service and understands and communicates effectively with customers regarding their needs.”

 Your staff are your most important resource  You need to invest your time & energy  Coaching  Mentoring  Career Development Investing in Your Staff The Big Picture

 If your staff is motivated and productive – it’s your fault!  If your staff is not motivated – it’s your fault!  If your staff are not motivated, you need to change what you do

 You can begin to motivate your staff Today!

 Express personal concern  Invest your time and energy  Provide clear directions  Provide clear and open communications  Express your APPRECIATION!  Total cost = $0

 Why am I wrong?

 What gets rewarded gets repeated  Staff will motivate themselves  The best motivation is a personal thank you  You are responsible for how your staff performs