Motivating Employees Theory and applications

The Power of a Smile She smiled at the sorrowful stranger. The smiling seemed to make him feel better. He remembered past kindnesses of a friend And wrote him a thank you letter. The friend was so pleased with the thank you That he left a large tip after lunch. The waitress, surprised by the size of the tip, Bet the whole thing on a hunch. The next day she picked up her winnings, And gave part to a man on the street. The man on the street was grateful; For two days he'd had nothing to eat. After he finished his dinner, He left for his small dingy room. He didn't know at that moment That he might be facing his doom. On the way he picked up a shivering puppy And took him home to get warm. The puppy was very grateful To be in out of the storm. That night the house caught on fire. The puppy barked the alarm. He barked till he woke the whole household And saved everybody from harm. One of the boys that he rescued Grew up to be President. All this because of a simple smile That hadn't cost a cent.

MOTIVATION What is motivation? MOTIVATION = Value of outcome x expectation of achieving it Motivation is a desire to achieve a goal , combined with the energy to work towards that goal.

Motivation is everything. You can do the work of two people, but you can't be two people. Instead, you have to inspire the next guy down the line and get him to inspire his people. Motivation is the art of getting people to do what you want them to do because they want to do it.

WHAT MOTIVATES PEOPLE External Rewards Salary Working conditions Benefits Environment Internal Rewards Achievement Responsibility Recognition Feedback Learning and growth

Salary

Working conditions

Benefits

Environment

Achievement

Responsibility

Recognition

Feedback

Learning and growth

WHAT MOTIVATES PEOPLE Achievement Responsibility Recognition Feedback Learning and growth Recognize achievements through programs that showcase performers.

Achievement

Responsibility

Recognition

Feedback

Learning and growth

Recognize achievements through programs that showcase performers.

WHAT MOTIVATES PEOPLE Achievement Responsibility Recognition Feedback Learning and growth Have volunteer programs and other programs that enable employees to showcase their responsibility towards each other and the society at large.

Achievement

Responsibility

Recognition

Feedback

Learning and growth

Have volunteer programs and other programs that enable employees to showcase their responsibility towards each other and the society at large.

Recognize winners through awards like Service Quality Awards, Best Operations Awards, Best Trainer Awards, etc. WHAT MOTIVATES PEOPLE Achievement Responsibility Recognition Feedback Learning and growth

Recognize winners through awards like Service Quality Awards, Best Operations Awards, Best Trainer Awards, etc.

Achievement

Responsibility

Recognition

Feedback

Learning and growth

WHAT MOTIVATES PEOPLE Achievement Responsibility Recognition Feedback Learning and growth Follow a system of feedback and performance appraisal i.e the 360 o system in which both the boss and subordinate participate.

Achievement

Responsibility

Recognition

Feedback

Learning and growth

Follow a system of feedback and performance appraisal i.e the 360 o system in which both the boss and subordinate participate.

WHAT MOTIVATES PEOPLE Achievement Responsibility Recognition Feedback Learning and growth Give a lot of importance to training and development and have various training academies to cater to various sections of employees. Analyze training needs to recognize competency gaps and impart knowledge through customized training programs.

Achievement

Responsibility

Recognition

Feedback

Learning and growth

Give a lot of importance to training and development and have various training academies to cater to various sections of employees.

Analyze training needs to recognize competency gaps and impart knowledge through customized training programs.

WHAT MOTIVATES PEOPLE Employee engagement Challenging job profiles Keep them self-motivated Good projects Job rotation Job security / stability Good team, co-workers, bosses In addition to the external and internal awards, have:

Employee engagement

Challenging job profiles

Keep them self-motivated

Good projects

Job rotation

Job security / stability

Good team, co-workers, bosses

But what happens when there is not enough motivation among the employees? LESS or NO MOTIVATION = DEMOTIVATION

WHY PEOPLE LEAVE Top Reasons why people leave their jobs - Harvard Business Review Learning Opportunities to learn new skills Feedback, especially for stars Coaching and feedback by managers Bad Bosses conflict with the boss as one of the top most reasons for the departure of top performing employees In addition to: Job content Level of responsibility Company culture Caliber of Colleagues Low growth potential Lack of challenge Lack of autonomy Not enough money Work environment issues

Learning Opportunities

to learn new skills

Feedback, especially for stars

Coaching and feedback by managers

Bad Bosses

conflict with the boss as one of the top most reasons for the departure of top performing employees

In addition to:

Job content

Level of responsibility

Company culture

Caliber of Colleagues

Low growth potential

Lack of challenge

Lack of autonomy

Not enough money

Work environment issues

THEORIES ON MOTIVATION Maslow’s McGregor’s McClelland’s

Maslow’s

McGregor’s

McClelland’s

MASLOW’S HIERARCHY OF NEEDS Physiological needs (air, water, food, rest, exercise,etc) Safety needs (shelter, job security, retirement plan, insurance) Love and belonging (children, friends, partners) Self esteem (fame, recognition, reputation, dignity) Self actualization (Confidence, achievements, freedom)

MCGREGOR’S XY THEORY

MCCLELLAND’S MOTIVATIONAL NEEDS THEORY ACHIEVEMENT AFFILIATION POWER

The belief that it is important to meet or exceed a standard of excellence. MCCLELLAND’S: ACHIEVEMENT Focus upon: Out-performing others Performing against internal standards of excellence Achieving unique or innovative accomplishments Long-range career planning If you scored highest in Achievement: You place importance on doing things better, faster or in new ways You want to use time well and get frustrated by time-wasting You can see organizational politics as a waste of time Given the choice of doing something yourself or delegating, you would probably choose to do it yourself

The belief that it is important to meet or exceed a standard of excellence.

Focus upon:

Out-performing others

Performing against internal standards of excellence

Achieving unique or innovative accomplishments

Long-range career planning

If you scored highest in Achievement:

You place importance on doing things better, faster or in new ways

You want to use time well and get frustrated by time-wasting

You can see organizational politics as a waste of time

Given the choice of doing something yourself or delegating, you would probably choose to do it yourself

Focus upon: Being liked, accepted and popular Concern about separation or disruption of relationships Seeing group tasks as primarily social activities MCCLELLAND’S: AFFILIATION The belief that establishing and maintaining close, friendly relationships is important If you scored highest in Affiliation: You place highest priority on avoiding conflict and maintaining good relations You are concerned about people’s feelings You take time to socialize at work and are in touch the ‘grapevine’ If you had to delegate to someone who might resent the extra work, you would most likely do it yourself

Focus upon:

Being liked, accepted and popular

Concern about separation or disruption of relationships

Seeing group tasks as primarily social activities

If you scored highest in Affiliation:

You place highest priority on avoiding conflict and maintaining good relations

You are concerned about people’s feelings

You take time to socialize at work and are in touch the ‘grapevine’

If you had to delegate to someone who might resent the extra work, you would most likely do it yourself

The value for Power can take 2 forms: 1. Personalized Power – used for self-benefit 2. Socialized Power – used for the benefit of others MCCLELLAND’S: POWER The belief that having an impact matters. Focus upon: Feeling – or being perceived as – strong, effective and influential Taking forceful actions that affect people Giving unsolicited support or advice Influencing, persuading or making a point If you scored highest in Power: You are most concerned with having impact on events and people You make a point of understanding organizational politics and influential relationships When used as socialized power and given the choice of doing something yourself or delegating, you would prefer to let the other person complete the task so that they can learn and develop.

The value for Power can take 2 forms:

1. Personalized Power – used for self-benefit

2. Socialized Power – used for the benefit of others

Focus upon:

Feeling – or being perceived as – strong, effective and influential

Taking forceful actions that affect people

Giving unsolicited support or advice

Influencing, persuading or making a point

If you scored highest in Power:

You are most concerned with having impact on events and people

You make a point of understanding organizational politics and influential relationships

When used as socialized power and given the choice of doing something yourself or delegating, you would prefer to let the other person complete the task so that they can learn and develop.

JOB TENSION Achievement Affiliation Power Personal Values Job Requirement Job Requirement Personal Values

Low JOB REQUIREMENTS PERSONAL VALUES Low in Imp. Not important to you + Not necessary in your job = No Tension Not important to you + Necessary in your job = Tension Important to you + Necessary in your job = No Tension Important to you + Not necessary in your job = Tension High in Imp High JOB TENSION

A change in your personal or material desires Exposure to new influences The recognition of the negative results of your current values Immersion in a new environment DEALING WITH TENSION

A change in your personal or material desires

Exposure to new influences

The recognition of the negative results of your current values

Immersion in a new environment

HOW YOU CAN DO IT IN YOUR ORGANIZATION

MOTIVATING TRUST Respect, communication, credibility PRIDE Work related to the person CAMARADERIE Team building exercises, promoting team work, contests, create communities

TRUST Respect, communication, credibility

PRIDE Work related to the person

CAMARADERIE Team building exercises, promoting team work, contests, create communities

PERFORMANCE APPRAISAL How to evaluate your people? Performance Appraisal Systems contain two basic systems: Evaluation System Feedback System To identify the performance gap (if any). This gap is the shortfall that occurs when performance does not meet the standard set by the organization as acceptable. To inform the employee about the quality of his or her performance. The appraisers also receives feedback from the employee about job problems, etc.

To identify the performance gap (if any).

This gap is the shortfall that occurs when performance does not meet the standard set by the organization as acceptable.

To inform the employee about the quality of his or her performance.

The appraisers also receives feedback from the employee about job problems, etc.

STRATEGIES FOR MOTIVATION Positive reinforcement Effective discipline Treating people fairly Satisfying employees needs Setting work related goals Restructuring jobs Base rewards on job performance

Positive reinforcement

Effective discipline

Treating people fairly

Satisfying employees needs

Setting work related goals

Restructuring jobs

Base rewards on job performance

Five basic elements of executive compensation: Salary Short-term incentives Long-term incentives Employee benefits Perks EXECUTIVE COMPENSATION

Five basic elements of executive compensation:

Salary

Short-term incentives

Long-term incentives

Employee benefits

Perks

What it is Partnering Involvement Respect Individualism EMPLOYEE ENGAGEMENT What it is not Praise Merchandise Money Pat on the back X 

What it is

Partnering

Involvement

Respect

Individualism

What it is not

Praise

Merchandise

Money

Pat on the back

EMPLOYEE ENGAGEMENT Customized training programs Help people build trust, pride and camaraderie Develop high degrees of credibility in everything that we say and do Play hard, party hard Encourage community building Follow a good feedback and appraisal system Give everyone clear goals Maintain mentor-mentee relationships Follow shared responsibilities towards each other, client and the franchisee

Customized training programs

Help people build trust, pride and camaraderie

Develop high degrees of credibility in everything that we say and do

Play hard, party hard

Encourage community building

Follow a good feedback and appraisal system

Give everyone clear goals

Maintain mentor-mentee relationships

Follow shared responsibilities towards each other, client and the franchisee

Why is employee engagement important? Engaged Employees  Loyal Customers  Bigger Profits . If the staff are motivated then the customers will be happy The shareholders will then benefit through the company's success. EMPLOYEE ENGAGEMENT

Why is employee engagement important?

Engaged Employees  Loyal Customers  Bigger Profits .

If the staff are motivated then the customers will be happy

The shareholders will then benefit through the company's success.

Notice each individual Say Thank-you, even a smile can make a big difference. Make staff feel respected and valued Share your experience and knowledge Be confidence about people. Be honest and trustworthy Don’t take personal credit for their success Create a blame-free culture Set developmental goals Make work fun!! TOP 10 TIPS

Notice each individual

Say Thank-you, even a smile can make a big difference.

Make staff feel respected and valued

Share your experience and knowledge

Be confidence about people.

Be honest and trustworthy

Don’t take personal credit for their success

Create a blame-free culture

Set developmental goals

Make work fun!!

Thank you