Motivating othersby Toronto Training and HR        June 2012
3-4     Introduction to Toronto Training and HR           5-6     DefinitionContents   7-8           9-11                 ...
Introduction     Page 3
Introduction to Toronto Training            and HR• Toronto Training and HR is a specialist training and human  resources ...
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 theo...
Theories of motivation 2 of 2InstinctDrive-reductionIncentiveOptimal arousalCognitive evaluationGoal-settingManagement by ...
Motivating the team        Page 12
Motivating the teamLet people chooseMake it a pleasant place to workAllow employees to work flexiblyConsider an internal a...
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 t...
Motivational methods that really          work 2 of 2Keep an open mindBenevolent dictatorships rule                      P...
Leadership models for     motivation         Page 19
Leadership models for   motivation 1 of 4Low initiating structure       High initiating structureand high consideration   ...
Leadership models for         motivation 2 of 4Job-centred leadership style; production-orientedEmployee-centred leadershi...
Leadership models for        motivation 3 of 4CONCERN FOR PEOPLE, CONCERN FOR OUTPUTImpoverishedAuthority complianceCountr...
Leadership models for         motivation 4 of 4TRANSACTIONAL LEADERSHIPWork with their team members to developclear, speci...
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       ...
Influences on workplace       motivation          Page 29
Influences on workplace             motivationIndividual characteristicsJob characteristicsOrganizational actions         ...
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 allocatio...
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           ...
Employee involvement        Page 39
Employee involvementDefinitionBenefitsParticipative managementRepresentative participationQuality circle                  ...
Levels of morale      Page 41
Levels of moraleWhy is morale important?What do shakers and movers do?Amount of controlMeasuresGoing down……and going upSus...
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 re...
Tips to help ensure job      satisfaction          Page 49
Tips to help ensure job             satisfactionEncourage high levels of communicationBe accessible to employeesEncourage ...
Conclusion and questions          Page 51
Conclusion and questionsSummaryVideosQuestions               Page 52
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Motivating others June 2012

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Half day open training event delivered in Kitchener, Ontario.

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Motivating others June 2012

  1. 1. Motivating othersby Toronto Training and HR June 2012
  2. 2. 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
  3. 3. Introduction Page 3
  4. 4. 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
  5. 5. Definition Page 5
  6. 6. DefinitionMotivationMorale Page 6
  7. 7. Drill Page 7
  8. 8. DrillPage 8
  9. 9. Theories of motivation Page 9
  10. 10. 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
  11. 11. Theories of motivation 2 of 2InstinctDrive-reductionIncentiveOptimal arousalCognitive evaluationGoal-settingManagement by objectivesSelf-efficacy or social learningReinforcement Page 11
  12. 12. Motivating the team Page 12
  13. 13. 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
  14. 14. The motivation calculus Page 14
  15. 15. The motivation calculusNeedsResultsRewards‘E-factors’ Page 15
  16. 16. Motivational methods that really work Page 16
  17. 17. 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
  18. 18. Motivational methods that really work 2 of 2Keep an open mindBenevolent dictatorships rule Page 18
  19. 19. Leadership models for motivation Page 19
  20. 20. 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
  21. 21. Leadership models for motivation 2 of 4Job-centred leadership style; production-orientedEmployee-centred leadership style; employee-oriented Page 21
  22. 22. Leadership models for motivation 3 of 4CONCERN FOR PEOPLE, CONCERN FOR OUTPUTImpoverishedAuthority complianceCountry clubMiddle of the roadTeam Page 22
  23. 23. 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
  24. 24. Motivation by job design Page 24
  25. 25. Motivation by job design 1 of 2 Page 25
  26. 26. Motivation by job design 2 of 2REDESIGNING JOBSJob rotationJob enlargementJob enrichment Page 26
  27. 27. Drivers that underlie motivation Page 27
  28. 28. Drivers that underlie motivationDriver to acquireDriver to bondDriver to comprehendDriver to defend Page 28
  29. 29. Influences on workplace motivation Page 29
  30. 30. Influences on workplace motivationIndividual characteristicsJob characteristicsOrganizational actions Page 30
  31. 31. Motivation and work behaviour Page 31
  32. 32. Motivation and work behaviourRewardsAttitudes to workAlienation Page 32
  33. 33. Organizational levers of motivation Page 33
  34. 34. Organizational levers of motivationReward systemsCultureJob designPerformance management and resource allocationprocess Page 34
  35. 35. Common demotivators Page 35
  36. 36. Common demotivatorsLack of clarity and communicationLack of meaning and purposeLack of progress Page 36
  37. 37. PayPage 37
  38. 38. PayDecisions to makeInternal equity and external equityChoosing the organizational positionSkill-based programs Page 38
  39. 39. Employee involvement Page 39
  40. 40. Employee involvementDefinitionBenefitsParticipative managementRepresentative participationQuality circle Page 40
  41. 41. Levels of morale Page 41
  42. 42. Levels of moraleWhy is morale important?What do shakers and movers do?Amount of controlMeasuresGoing down……and going upSustainabilityLeading by example Page 42
  43. 43. Job characteristics Page 43
  44. 44. Job characteristicsCore dimensionsCritical psychological states Page 44
  45. 45. Job features that make people work hard Page 45
  46. 46. Job features that make people work hardPsychological safetyMeaningfulness Page 46
  47. 47. Strategies to achieve job satisfaction Page 47
  48. 48. Strategies to achieve job satisfactionPayLearning & developmentParticipation in decision makingDelegation of responsibility with commensurateauthorityThe work itselfOpportunities for advancementSupervisionCo-workers Page 48
  49. 49. Tips to help ensure job satisfaction Page 49
  50. 50. 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
  51. 51. Conclusion and questions Page 51
  52. 52. Conclusion and questionsSummaryVideosQuestions Page 52
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