MOTIVATION - creating a situation where people want to work well! JKC Consulting Ltd.
Motivation - Three Questions <ul><li>What are people looking for from work? </li></ul><ul><li>What happens if they do not ...
What are  p eo p le lookin g  for from work? <ul><li>Money/Perks </li></ul><ul><li>Job satisfaction </li></ul><ul><li>Reco...
Maslow’s Hierarchy of Needs Physiological Safety Social Esteem Self actualisation 1. A need which has been satisfied no lo...
Maslow’s Hierarchy <ul><li>Physiological Needs -  food, shelter, clothing </li></ul><ul><li>Safety Needs -  security, orde...
Maslow’s Hierarchy <ul><li>Maslow’s hierarchy is usually shown as five steps, but Maslow included  seven  steps. </li></ul...
Frederick Hertzberg <ul><li>Took Maslow’s Steps and divided them into two groups. </li></ul><ul><li>HYGIENE FACTORS,  whic...
H yg iene Factors <ul><li>Pay. </li></ul><ul><li>Type of supervision. </li></ul><ul><li>Relationships with others. </li></...
Motivators <ul><li>Achievement. </li></ul><ul><li>Recognition. </li></ul><ul><li>Responsibility. </li></ul><ul><li>Promoti...
Problem!! <ul><li>For some people, achievement is getting through the day having done the absolute minimum of work. </li><...
Why? <ul><li>Everyone is different.  Different desires, different ambitions, different drivers. </li></ul><ul><li>Everyone...
Process Theories <ul><li>Emphasise HOW a person is motivated, rather than WHAT motivates them. </li></ul><ul><li>They reco...
Process theories say that Managers should:- <ul><li>Know the rewards valued by each person. </li></ul><ul><li>Indicate the...
Is mone y  reall y  a motivator? <ul><li>It always is for greedy people. </li></ul><ul><li>It depends on our economic circ...
What is Job Satisfaction? <ul><li>A sense of achievement, of self-fulfilment, of self-actualisation experienced by a perso...
What ha pp ens if the y  do not find it? <ul><li>Quit </li></ul><ul><li>Minor disputes </li></ul><ul><li>Grievances </li><...
Reactions to Frustration <ul><li>Rational </li></ul><ul><li>Seek to change the circumstances. </li></ul><ul><li>Seek to ad...
WORK PERSONAL ACCOMPLISHMENT Diversion of Efforts Frustration of Achievement
What can Team Leaders do? <ul><li>Treat people as individual human beings. </li></ul><ul><li>Foster and encourage good rel...
<ul><li>Allow autonomy where possible. </li></ul><ul><li>Introduce new job challenges. </li></ul><ul><li>Use employees’ ta...
Individual Benefits <ul><li>Job satisfaction </li></ul><ul><li>Challenge </li></ul><ul><li>Achievement </li></ul><ul><li>L...
Com p an y  Benefits <ul><li>Reliability </li></ul><ul><li>High productivity </li></ul><ul><li>High quality work </li></ul...
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Presentation Motivation

  1. 1. MOTIVATION - creating a situation where people want to work well! JKC Consulting Ltd.
  2. 2. Motivation - Three Questions <ul><li>What are people looking for from work? </li></ul><ul><li>What happens if they do not find what they are looking for? </li></ul><ul><li>What can Managers, Supervisors and Team Leaders do to ensure that their people are motivated? </li></ul>JKC Consulting Ltd.
  3. 3. What are p eo p le lookin g for from work? <ul><li>Money/Perks </li></ul><ul><li>Job satisfaction </li></ul><ul><li>Recognition </li></ul><ul><li>Praise </li></ul><ul><li>Status </li></ul><ul><li>Achievement </li></ul><ul><li>Security </li></ul><ul><li>Interest </li></ul><ul><li>Challenge </li></ul><ul><li>Variety </li></ul><ul><li>Good conditions </li></ul><ul><li>Companionship </li></ul><ul><li>Autonomy </li></ul><ul><li>Competition </li></ul><ul><li>Training/Learning </li></ul><ul><li>Responsibility </li></ul><ul><li>Prospects </li></ul><ul><li>To be kept informed </li></ul><ul><li>Fair treatment </li></ul><ul><li>Authority/Power </li></ul>JKC Consulting Ltd.
  4. 4. Maslow’s Hierarchy of Needs Physiological Safety Social Esteem Self actualisation 1. A need which has been satisfied no longer motivates a person’s behaviour. 2. The need for self actualisation can never be satisfied. JKC Consulting Ltd.
  5. 5. Maslow’s Hierarchy <ul><li>Physiological Needs - food, shelter, clothing </li></ul><ul><li>Safety Needs - security, order, freedom from threat </li></ul><ul><li>Social Needs - relationships, love, affection, belonging </li></ul><ul><li>Esteem Needs - respect, appreciation </li></ul><ul><li>Self-actualisation - the fulfilment of personal potential </li></ul>JKC Consulting Ltd.
  6. 6. Maslow’s Hierarchy <ul><li>Maslow’s hierarchy is usually shown as five steps, but Maslow included seven steps. </li></ul><ul><li>6. Freedom of enquiry and expression needs - for social conditions permitting free speech and encouraging justice, fairness, honesty. </li></ul><ul><li>7. Knowledge and understanding needs – </li></ul><ul><li>to gain and order knowledge of the environment, to explore, to learn. </li></ul>JKC Consulting Ltd.
  7. 7. Frederick Hertzberg <ul><li>Took Maslow’s Steps and divided them into two groups. </li></ul><ul><li>HYGIENE FACTORS, which he said do not motivate, but their absence will tend to de-motivate. </li></ul><ul><li>MOTIVATORS, which are those things that truly motivate a person. </li></ul>JKC Consulting Ltd.
  8. 8. H yg iene Factors <ul><li>Pay. </li></ul><ul><li>Type of supervision. </li></ul><ul><li>Relationships with others. </li></ul><ul><li>Physical working conditions. </li></ul><ul><li>Fringe benefits. </li></ul><ul><li>Company policies. </li></ul>JKC Consulting Ltd.
  9. 9. Motivators <ul><li>Achievement. </li></ul><ul><li>Recognition. </li></ul><ul><li>Responsibility. </li></ul><ul><li>Promotion prospects. </li></ul><ul><li>The nature of the work itself. </li></ul>
  10. 10. Problem!! <ul><li>For some people, achievement is getting through the day having done the absolute minimum of work. </li></ul><ul><li>We all know and have worked with people who would run a mile if you suggested they accept added responsibility. </li></ul><ul><li>Some people are not interested in promotion for all kinds of reasons. </li></ul>
  11. 11. Why? <ul><li>Everyone is different. Different desires, different ambitions, different drivers. </li></ul><ul><li>Everyone changes – you are not the same now as you were ten years ago. </li></ul><ul><li>The impact of life experiences. </li></ul><ul><li>The practical evidence does not fully support Maslow and Hertzberg. </li></ul>
  12. 12. Process Theories <ul><li>Emphasise HOW a person is motivated, rather than WHAT motivates them. </li></ul><ul><li>They recognise that different people are motivated by different things. </li></ul><ul><li>A worker will make the required greater effort when the outcome is highly valued by the worker, who has high expectations of achieving the outcome. </li></ul>
  13. 13. Process theories say that Managers should:- <ul><li>Know the rewards valued by each person. </li></ul><ul><li>Indicate the performance level needed to earn the reward. </li></ul><ul><li>Show that the performance level is achievable. </li></ul><ul><li>Reward soon after the achievement. </li></ul><ul><li>Ensure that the relationship between reward and performance is clearly seen. </li></ul><ul><li>Minimise undesirable results of high performance. </li></ul>
  14. 14. Is mone y reall y a motivator? <ul><li>It always is for greedy people. </li></ul><ul><li>It depends on our economic circumstances. </li></ul><ul><li>In some situations money can be a negative motivator - a stick, rather than a carrot. </li></ul><ul><li>You cannot normally buy motivation over a prolonged period. Money alone cannot produce a sustained positive attitude. </li></ul>
  15. 15. What is Job Satisfaction? <ul><li>A sense of achievement, of self-fulfilment, of self-actualisation experienced by a person as a result of doing their job. </li></ul><ul><li>It is achieved when the person gets from their work, those things for which they as an individual are seeking at that time. </li></ul><ul><li>It is not a permanent state. </li></ul>
  16. 16. What ha pp ens if the y do not find it? <ul><li>Quit </li></ul><ul><li>Minor disputes </li></ul><ul><li>Grievances </li></ul><ul><li>Absenteeism </li></ul><ul><li>Poor timekeeping </li></ul><ul><li>Resistance to change </li></ul><ul><li>Disinterest </li></ul><ul><li>Poor atmosphere </li></ul><ul><li>Interpersonal friction </li></ul><ul><li>Reduced output </li></ul><ul><li>Poor quality/wastage </li></ul><ul><li>Low morale </li></ul><ul><li>Insubordination </li></ul><ul><li>Vandalism/Sabotage </li></ul><ul><li>Lack of co-operation </li></ul><ul><li>Apathy </li></ul><ul><li>Increased accidents </li></ul><ul><li>Higher costs/lower profits </li></ul>
  17. 17. Reactions to Frustration <ul><li>Rational </li></ul><ul><li>Seek to change the circumstances. </li></ul><ul><li>Seek to adjust your expectations. </li></ul><ul><li>Leave. </li></ul><ul><li>Irrational </li></ul><ul><li>Aggression - overt and hidden. </li></ul><ul><li>Regression - pettiness, harping back to the past. </li></ul><ul><li>Fixation - rigidity </li></ul><ul><li>Resignation - couldn’t care less. </li></ul>
  18. 18. WORK PERSONAL ACCOMPLISHMENT Diversion of Efforts Frustration of Achievement
  19. 19. What can Team Leaders do? <ul><li>Treat people as individual human beings. </li></ul><ul><li>Foster and encourage good relations. </li></ul><ul><li>Provide a fair system of pay. </li></ul><ul><li>Encourage communication, participation, involvement, discussion. </li></ul><ul><li>Generate an appropriate management style. </li></ul><ul><li>Good selection followed by thorough training and induction. </li></ul>
  20. 20. <ul><li>Allow autonomy where possible. </li></ul><ul><li>Introduce new job challenges. </li></ul><ul><li>Use employees’ talents - Delegate. </li></ul><ul><li>Provide for learning with real prospects. </li></ul><ul><li>Give praise and recognition when deserved. </li></ul><ul><li>Job enrichment, enlargement, rotation. </li></ul><ul><li>Set a good personal example. </li></ul><ul><li>Fair and impartial treatment. </li></ul><ul><li>Sensible and sensitive discipline. </li></ul><ul><li>Show respect for other people. </li></ul><ul><li>Deal promptly with genuine grievances. </li></ul>
  21. 21. Individual Benefits <ul><li>Job satisfaction </li></ul><ul><li>Challenge </li></ul><ul><li>Achievement </li></ul><ul><li>Learning </li></ul><ul><li>recognition </li></ul><ul><li>Reward </li></ul><ul><li>Autonomy </li></ul><ul><li>Opportunity </li></ul><ul><li>Responsibility </li></ul><ul><li>Involvement </li></ul><ul><li>Interest </li></ul><ul><li>Sense of purpose </li></ul><ul><li>Understanding of requirements and objectives </li></ul>
  22. 22. Com p an y Benefits <ul><li>Reliability </li></ul><ul><li>High productivity </li></ul><ul><li>High quality work </li></ul><ul><li>Good team spirit </li></ul><ul><li>Managers free to do more important tasks </li></ul><ul><li>Co-operation and good relationships </li></ul><ul><li>Recruitment </li></ul><ul><li>Retention of skills </li></ul><ul><li>Profitability </li></ul><ul><li>Simpler introduction of change </li></ul><ul><li>Commitment from employees </li></ul>

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