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Motivating others June 2012

Motivating others June 2012



Half day open training event delivered in Kitchener, Ontario.

Half day open training event delivered in Kitchener, Ontario.



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    Motivating others June 2012 Motivating others June 2012 Presentation Transcript

    • Motivating othersby Toronto Training and HR June 2012
    • 3-4 Introduction to Toronto Training and HR 5-6 DefinitionContents 7-8 9-11 Drill Theories of motivation 12-13 Motivating the team 14-15 The motivation calculus 16-18 Motivational methods that really work 19-23 Leadership models for motivation 24-26 Motivation by job design 27-28 Drivers that underlie motivation 29-30 Influences on workplace motivation 31-32 Motivation and work behaviour 33-34 Organizational levers of motivation 35-36 Common demotivators 37-38 Pay 39-40 Employee involvement 41-42 Levels of morale 43-44 Job characteristics 45-46 Job features that make people work hard 47-48 Strategies to achieve job satisfaction 49-50 Tips to help ensure job satisfaction 51-52 Conclusion and questions
    • Introduction Page 3
    • Introduction to Toronto Training and HR• Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden• 10 years in banking• 10 years in training and human resources• Freelance practitioner since 2006• The core services provided by Toronto Training and HR are: - Training event design - Training event delivery - Reducing costs - Saving time - Improving employee engagement & morale - Services for job seekers Page 4
    • Definition Page 5
    • DefinitionMotivationMorale Page 6
    • Drill Page 7
    • DrillPage 8
    • Theories of motivation Page 9
    • Theories of motivation 1 of 2Maslow’s hierarchy of needsMcGregor’s Theory X and Theory YHerzberg’s motivation-hygiene theoryMcClelland’s theory of needsVroom’s expectancy theory Page 10
    • Theories of motivation 2 of 2InstinctDrive-reductionIncentiveOptimal arousalCognitive evaluationGoal-settingManagement by objectivesSelf-efficacy or social learningReinforcement Page 11
    • Motivating the team Page 12
    • Motivating the teamLet people chooseMake it a pleasant place to workAllow employees to work flexiblyConsider an internal awards schemeShow an interestAvoid cash incentivesCreate clear goals……and track progressLead from the frontSay thank you Page 13
    • The motivation calculus Page 14
    • The motivation calculusNeedsResultsRewards‘E-factors’ Page 15
    • Motivational methods that really work Page 16
    • Motivational methods that really work 1 of 2Atmosphere is keyWorking conditionsInvolve your employeesReward the teamReward individual achievementsBonus schemesLimit working hoursFoster a no-blame culture Page 17
    • Motivational methods that really work 2 of 2Keep an open mindBenevolent dictatorships rule Page 18
    • Leadership models for motivation Page 19
    • Leadership models for motivation 1 of 4Low initiating structure High initiating structureand high consideration and high considerationLow initiating structure and High initiating structure andlow consideration low consideration Page 20
    • Leadership models for motivation 2 of 4Job-centred leadership style; production-orientedEmployee-centred leadership style; employee-oriented Page 21
    • Leadership models for motivation 3 of 4CONCERN FOR PEOPLE, CONCERN FOR OUTPUTImpoverishedAuthority complianceCountry clubMiddle of the roadTeam Page 22
    • Leadership models for motivation 4 of 4TRANSACTIONAL LEADERSHIPWork with their team members to developclear, specific goals and ensure that workers getthe reward promised for meeting the goalsThey exchange rewards and promises of rewardsfor worker effortTransactional leaders are responsive to theimmediate self-interests of workers if their needscan be met while getting the work done Page 23
    • Motivation by job design Page 24
    • Motivation by job design 1 of 2 Page 25
    • Motivation by job design 2 of 2REDESIGNING JOBSJob rotationJob enlargementJob enrichment Page 26
    • Drivers that underlie motivation Page 27
    • Drivers that underlie motivationDriver to acquireDriver to bondDriver to comprehendDriver to defend Page 28
    • Influences on workplace motivation Page 29
    • Influences on workplace motivationIndividual characteristicsJob characteristicsOrganizational actions Page 30
    • Motivation and work behaviour Page 31
    • Motivation and work behaviourRewardsAttitudes to workAlienation Page 32
    • Organizational levers of motivation Page 33
    • Organizational levers of motivationReward systemsCultureJob designPerformance management and resource allocationprocess Page 34
    • Common demotivators Page 35
    • Common demotivatorsLack of clarity and communicationLack of meaning and purposeLack of progress Page 36
    • PayPage 37
    • PayDecisions to makeInternal equity and external equityChoosing the organizational positionSkill-based programs Page 38
    • Employee involvement Page 39
    • Employee involvementDefinitionBenefitsParticipative managementRepresentative participationQuality circle Page 40
    • Levels of morale Page 41
    • Levels of moraleWhy is morale important?What do shakers and movers do?Amount of controlMeasuresGoing down……and going upSustainabilityLeading by example Page 42
    • Job characteristics Page 43
    • Job characteristicsCore dimensionsCritical psychological states Page 44
    • Job features that make people work hard Page 45
    • Job features that make people work hardPsychological safetyMeaningfulness Page 46
    • Strategies to achieve job satisfaction Page 47
    • Strategies to achieve job satisfactionPayLearning & developmentParticipation in decision makingDelegation of responsibility with commensurateauthorityThe work itselfOpportunities for advancementSupervisionCo-workers Page 48
    • Tips to help ensure job satisfaction Page 49
    • Tips to help ensure job satisfactionEncourage high levels of communicationBe accessible to employeesEncourage management to acknowledgeachievements and set targetsBe flexible and offer alternativesSpot the signs of mental health issues andimplement an effective mental health policyInvest in employee developmentSocialize Page 50
    • Conclusion and questions Page 51
    • Conclusion and questionsSummaryVideosQuestions Page 52