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Carrots and Sticks Don’t Work: The Truth Behind Employee  Motivation and Engagement   by Paul L. Marciano, Ph.D. North Jersey ASTD/SHRM Fairfield, NJ November 18, 2010 Whiteboard, LLC Maximizing Human Capital
Day 1
 
 
What Happened?
 
RESPECT Model
Respect the Organization Organization
Respect the Supervisor Organization Supervisor
Respect Team Members Organization Supervisor Team
Respect the Work Organization Supervisor Team Work
Feel Respected Organization Supervisor Team Work Individual
What is the difference between being motivated and engaged?
mo·ti·va·tion   (mō'tə-vā'shən)  n. ,[object Object],Latin ( movere ): a drive which directs behavior toward a desired outcome
[object Object],en·gage·ment   (ĕn-gāj'mənt)  n.
Motivation vs. Engagement Stable Unstable Big Picture Narrow Focus Organization Self ,[object Object],Short-term View Committed Opportunistic ,[object Object],External Focus
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Robust Impact of Engagement
Levels of Engagement
Engagement Meter 1 2 3 4 5 ACTIVELY  DISENGAGED DISENGAGED OPPORTUNISTIC ENGAGED ACTIVELY  ENGAGED
Engagement Behaviors 1 2 3 4 5 Creates the mess Walks past mess  without thought Hopes not to see it,  will clean-up if personal benefit Cleans-up what  he/she sees Helps clean-up, fix & prevent
When was a time in your life when you were truly engaged and what had you be that way?
What creates  an engaged workforce?
. . . Not Traditional Programs   ,[object Object]
 
#1: Programs Fail Because They Are  Programs
#20: Reward Programs Reduce Overall Motivation Low   Average High
How do we Increase Engagement? Realizing sustainable increases in employee engagement requires impacting the CULTURE.
Self-Sustaining Culture Culture Behavior
RESPECT ™  Model
What is the RESPECT Model?   An   actionable philosophy  which guides and directs behavior.
RESPECT Meter R  E  S  P  E  C  T ORGANIZATION * SUPERVISOR * TEAM MEMBERS * WORK * INDIVIDUAL LOW HIGH
RESPECT Drivers  Leader & Organizational Culture
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],R ECOGNITION recognition
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],E MPOWERMENT empowerment
[object Object],[object Object],[object Object],[object Object],S UPPORTIVE FEEDBACK supportive feedback
[object Object],[object Object],[object Object],[object Object],[object Object],P ARTNERING partnering
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],E XPECTATIONS expectations
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],C ONSIDERATION consideration
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],T RUST trust
What can you do to bring RESPECT to your organization?
WHITEBOARD, LLC Maximizing Human Capital through Targeted Behavioral Solutions Paul L. Marciano, Ph.D. 908.268.7272 [email_address] www.paulmarciano.com

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North Jersey ASTD/SHRM Presentation 11/18/2010

Editor's Notes

  1. If a diamond is a girl’s best friend, then engaged employee’s are a companies greatest asset How would you like to marriage to be judged on whether you were “motivated” on a particular day.
  2. Ellen Langer at Harvard and Chixamiyha at Chicago – ‘withitness”
  3. Caution Will Rogers
  4. Environmentalist Animal Rights Activist Pacifist