Motivating Employees

Motivating Employees Our Motivating Tips Provide an icebreaker that can be tied to motivation, such as Collect some motivational quotations, or saying, and type them on a piece of paper so that they can be cut into “fortune cookie” strips. Get some fortune cookies and replace the real fortune with the motivational saying (use latex gloves when handling cookies). Hand out the “fixed” fortune cookies and ask the participants to open their fortune cookies, read the saying and respond to the saying with their thoughts. Go around the group and ask what their responses were. Some examples. "For true success ask yourself these four questions: Why? Why not? Why not me? Why not now?" ~ James Allen "Trust yourself. Create the kind of self that you will be happy to live with all your life. Make the most of yourself by fanning the tiny, inner sparks of possibility into flames of achievement." ~ Foster C. McClellan "No pessimist ever discovered the secrets of the stars, or sailed to an uncharted land, or opened a new heaven to the human spirit." ~ Helen Keller "I've never seen a monument erected for a pessimist." ~ Paul Harvey "Become a Possibilitarian. No matter how dark things seem to be or actually are, raise your sights and see possibilities—always see them, for they're always there."~ Norman Vincent Peale "Winning is something that builds physically and mentally every day that you train and every night that you dream."~ Emmitt Smith "Champions aren't made in the gyms. Champions are made from something they have deep inside them—a desire, a dream, a vision." ~ Muhammad Ali "Watch your thoughts; they become words. Watch your words; they become actions. Watch your actions; they become habits. Watch your habits; they become character. Watch your character; it becomes your destiny ~Unknown When we walk to the edge of all the light we have, and take the step into the darkness of the unknown, we must believe that one of two things will happen. There will be something solid for us to stand on... or we will be taught to fly." ~ Frank Outlaw

Major Motivational Theories There are three major motivational theories that are observed in modern business McGregor’s X/Y Theory and Group Exercise Maslow’s Hierarchy of Needs and Exercise Herzberg’s Theory and Group Discussion

McGregor’s X/Y Theory An American social psychologist, Douglas McGregor, proposed his famous X-Y theory in his 1960 book 'The Human Side Of Enterprise'. McGregor's X-Y Theory remains a valid basic principle from which to develop positive management style and techniques.

Theory “X” Theory “X” has these basic premises Most people are naturally lazy and don’t like to work Most people lack ambition and need a club over their heads in order to make them work Most people prefer to be told what to do, and they avoid responsibility Most people resist change Most people are gullible and not overly intelligent Most people are motivated by money and status rewards

Theory “Y” Theory “Y” has these basic premises People do not dislike work, and may actively seek it People do not need authoritarian leadership and prefer a participative kind of management People prefer setting their own goals rather than have someone else set them People do not shirk responsibility but rather seek it People who understand and care about what they are doing can devise and improve their own methods of doing work People constantly grow and are motivated at work by interesting and challenging tasks.

What is most important to understand about these two theories are that they relate to how managers picture their employees not how the employees really are. Theory X managers characteristics: Some or all of them results-driven and deadline-driven, to the exclusion of everything else intolerant issues deadlines and ultimatums distant and detached aloof and arrogant elitist short temper shouts issues instructions, directions, edicts issues threats to make people follow instructions demands, never asks does not participate does not team-build unconcerned about staff welfare, or morale proud, sometimes to the point of self-destruction one-way communicator poor listener fundamentally insecure and possibly neurotic anti-social vengeful and recriminatory does not thank or praise withholds rewards, and suppresses pay and remunerations levels scrutinizes expenditure to the point of false economy seeks culprits for failures or shortfalls seeks to apportion blame instead of focusing on learning from the experience and preventing recurrence does not invite or welcome suggestions takes criticism badly and likely to retaliate if from below or peer group poor at proper delegating - but believes they delegate well thinks giving orders is delegating holds on to responsibility but shifts accountability to subordinates relatively unconcerned with investing in anything to gain future improvements unhappy

Maslow Maslows hierarchy of needs Physiological needs The basic drives, including the need for food, rest and shelter Safety and Security needs Freedom from fear, danger, uncertainty about employment Social needs Friendly work relationships in harmonious atmosphere

Esteem and self respect Ego or status needs, praise for a job well done Self-realization The need for self-fulfullment, creativity

(Belonging, friendship) Ego Self-esteem, Status Physiological Needs Safety/Security Social Needs (Belonging, friendship) Ego Self-esteem, Status Self Fulfillment

Herzberg’s Motivation Theory Achievement Opportunity for accomplishment and contribution Recognition Acknowledgement and appreciation for contributions Responsibility Acquisition of new duties and responsibilities

Advancement The Work itself Possibility of growth Opportunity to advance as a result of job performance The Work itself Opportunity for self-expression, personal satisfaction and challenge Possibility of growth Opportunity to increase knowledge and develop through job experiences

Hygiene factors are positive factors, but alone they do not motivate they just provide satisfaction. When they are missing they provide dissatisfaction, so they are necessary for good employee morale. If any are missing, or undermined, people will not be ready to accept motivators.

Exercise Managers Dilemma #1 Read and fill out the Manager’s Dilemma, Form B. Have the class then give each of their ratings as individuals. Then have a group discussion and have each of the questions re-rated as a group. Discuss the differences.

Exercise Managers Dilemma #2 Now look at the Managers Dilemma #2. This is a scoring sheet. Read through the exercise, then count the items as explained in the exercise. Now discuss what each total may mean with the group. What if an individual shows a tendency to Theory X What if an individual shows a tendency to Theory Y What if they have a lot of avoidance answers.

Exercise Job Factor’s Survey Have participants fill out the Motivation Feedback Questionnaire parts I and II. Explain to the participants how their responses are showing how they responding to their motivational needs.

Dealing with Problem or Marginal Employees Describe the problem or poor work habit in a friendly manner. Indicate why it is a concern Invite the employee to share his or her “side of the story” Show interest in what he or she is saying through proactive listening Focus on the changes you want from the employee Not the complaints you might have had about their performance

Avoid threats and punishments as a means to improve behavior Ask the employee for their ideas and solutions to solve the problem Ask the employee to consider the positive consequences of improving his or her actions Self, the organization, other workers, etc. Agree on a performance-change objective and a plan of action. Offer your help.

Exercise Action Plan Have the participants now take an inward look at themselves and look at what all this now can mean to them in the future. Have them fill I the action plan handout.

Handout Sheets