1. Motivating Employees

2. 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

3. 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

4. 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.

5. 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

6. 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.

7. 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

9. 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

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

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

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

13. 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

15. 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.

16. 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.

17. 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.

18. 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.

19. 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

20. 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.

21. 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.

22. Handout Sheets