Motivate Your Employees


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Motivating employees is one of the most important challenges managers face today. With increased competition and changing attitudes, having motivated employees is crucial to increased productivity and the ultimate success of a company.

To learn more just click on on view a presentation designed and prepared by: Shaima Sharafi

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Motivate Your Employees

  1. 1. Motivating Employees<br />Prepared & Presented By:<br />Shaima H Sharafi<br />
  2. 2. Forget Praise, Forget Punishment, Forget <br />Cash. <br />You need to make their jobs more <br />interesting <br />
  3. 3. H<br />ighlymotivated employees are successful employees. Employees who are driven toward a goal are focused on achieving their goal. Such employees spend the majority of their resources obtaining their desired goals and thereby represent value-for-money. <br />Managers who motivate their employees improve job satisfaction, employee production and performance and ultimately secure the success of their organisation.<br />
  4. 4. Motivating<br />The simplest, surest and most direct ways to get <br />Someone do something:<br /><ul><li>Ask
  5. 5. Tell the employee
  6. 6. Give the employee incentives
  7. 7. Show the employee</li></li></ul><li>Myths About Motivation<br /><ul><li>Reducing the time spent at work
  8. 8. Spiraling wages
  9. 9. Fringe Benefits
  10. 10. Human Relations Training
  11. 11. Sensitivity Training
  12. 12. Communications
  13. 13. Two Way Communications
  14. 14. Job Participation
  15. 15. Employee Counseling</li></li></ul><li>
  16. 16. Herzberg’s Motivator- Hygiene Theory<br />Every worker has two sets of needs or requirements: motivator needs and hygiene needs.<br />Motivator needs are associated with the actual work itself and how challenging it is.<br />Facets: interesting work, autonomy, responsibility<br />Hygiene needs are associated with the physical and psychological context in which the work is performed.<br />Facets: physical working conditions, pay, security<br />
  17. 17. Hypothesized relationships between motivator needs, hygiene needs, and job satisfaction:<br />When motivator needs are met, workers will be satisfied; when these needs are not met, workers will not be satisfied.<br />Whenhygiene needs are met, workers will not be dissatisfied; when these needs are not met, workers will be dissatisfied.<br />
  18. 18. Herzberg’s Motivator- Hygiene Theory Two Factor Theory<br />
  19. 19. Intrinsic vs. Extrinsic Work Values<br />Intrinsic Values<br />Interesting work<br />Challenging work<br />Learning new things<br />Making important contributions<br />Responsibility and autonomy<br />Being creative<br />Extrinsic Values<br />High pay<br />Job security<br />Job benefits<br />Status in wider community<br />Social contacts<br />Time with family<br />Time for hobbies<br />
  20. 20. Work Values<br />A worker’s personal convictions about what outcomes one should expect from work and how one should behave at work.<br />The most general and long-lasting feelings and beliefs people have that contribute to how they experience work.<br />Values can be intrinsic (i.e., related to the nature of work itself) or extrinsic (i.e., related to the consequences of work).<br />
  21. 21.
  22. 22. Work Attitudes<br />Collections of feelings, beliefs, and thoughts about how to behave that people currently hold about their jobs and organizations.<br />Compared to values, attitudes are:<br /> More specific and Not as long lasting<br />Specific work attitudes:<br />Job satisfaction is the collection of feelings and beliefs that people have about their current jobs.<br />Organizational commitment is the collection of feelings and beliefs that people have about their organizations as a whole.<br />
  23. 23.
  24. 24. Work Moods<br />How people feel at the time they actually perform their jobs.<br />More transitory than values and attitudes.<br />Can generally be categorized as positive or negative.<br />Determining factors:<br /> Personality, Work situation, Circumstances outside of work<br />
  25. 25.
  26. 26. Potential Consequences of Job Satisfaction<br />Performance:Satisfied workers are only slightly more likely to perform at a higher level than dissatisfied workers.<br />Satisfaction is most likely to affect work behaviors when workers are free to vary their behaviors and when a worker’s attitude is relevant to the behavior in question. <br />Absenteeism:Satisfied workers are only slightly less likely to be absent than dissatisfied workers.<br />Turnover:Satisfied workers are less likely to leave the organization than dissatisfied workers.<br />
  27. 27. Advice to Managers<br />Advice to Managers<br />Do not assume that most workers have strong intrinsic work values just because you do.<br />Realize that any attempt you make to improve attitudes, motivation, or performance will be most effective when the change you implement is consistent with workers’ values.<br />Make the work environment pleasant and attractive to help promote positive moods.<br />
  28. 28. Advice to Managers cont..<br />Advice to Managers cont..<br />Adopt socially responsible policies and programs such as supporting protection of the environment and helping out the community in which your organization is located.<br />Be committed to your employees by, for example, showing concern for their well-being, helping them when they have hard times, and soliciting their input on decisions that will affect them.<br />
  29. 29. Summary<br />Both hygienic factors and motivation are important for high performance factors<br />Treat people as best as you can so they have a minimum of dissatisfaction<br />Use people so they get achievement, recognition for achievement, interest, responsibility, and opportunity for responsibility, and opportunity for advancement and growth advancement<br />
  30. 30. Thank you<br />Shaima H Sharafi<br />
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