What Are The Drone Anti-jamming Systems Technology?
How to motivate employees final
1. The Best Way to sustain the
motivation of employees
Organizational Psychology (AP202)
Pooja Jassani
Xenia Sarah Aamodt
Agnieszka Kujawa
2. What is motivation?
• Forces coming from within a person that
account for the willful direction, intensity,
and persistence of the person’s efforts
toward achieving specific goals, where
achievement is not due solely to ability or to
environmental factors.
3. Introduction
Why do we need motivation?
“People don’t change their behavior unless it
makes a difference for them to do so”
Life without motivation makes no sense
Motivation is one of the most important and
driving factor for us reaching our goals!
4. Benefits of the workshop
Master new skills & self-improve
Learn how to make your employees …
Work harder
Work smarter
Be more productive
Retain the productiveness
8. 6 “Hidden” Motivators
Theoretical
Continuing education
knowledge
Aesthetic
Personal growth and
development
form, beauty
and harmony
balanced life
Traditional
Mission a worthy
cause
system of beliefs
Individualistic
Opportunity to lead
others decision
making authority
Utilitarian
Utility and practicality
efficiency
Social
Helping others
harmonious
environment
opportunity to serve
9. Reinforcers which strenghten behavior
What managers can do to increase the probability of
behavior in the future?
Positive reinforcement
Reward contingent on exhibiting the correct behavior.
Avoidance Learning/ Negative reinforcement
Withholding something unpleasant when a desired behavior is
engaged in (e.g., an annoying alarm is avoided when a machine is
used properly, not operating in reverse). Or, using social learning,
noticing how engaging in some behavior avoids an unpleasant
outcome (e.g., arrive on time and the boss does not yell).
10. Reinforcers which weaken behavior
What managers can do to decrease the probability of behavior
in the future ?
Punishment
Administering unpleasant consequences following an
undesirable behavior.
Extinction
When there are no rewards for a behavior which was
previously rewarded.
11. An example of Partial Reinforcement Schedules
Based on passage of time
Fixed Interval- Reinforcer given after set period of time.
Ex.: Weekly pay.
Variable Interval- Reinforcer given randomly with passage of time.
Ex.: Surprise bonus based on time.
Based on behavior exhibited by the employee (team)
Fixed Ratio- Reinforcers based on behaviors.
Ex.: Piece rate pay.
Variable Ratio- Reinforcers applied randomly after exhibition of behaviors.
Ex.: A company vacation to Hawaii for all employees after a new contract
landed; spot bonuses.
12. To Summaries…
What employees desire?
Desire for activity
People want to be active and involved. In their persona
live most people avoid boredom and monotony. Yet at work
employees are expected to accept boring, repetitious,
monotonous jobs without complaint.
Desire for ownership
Owning things makes people feel better about
themselves. ‘Psychological’ ownership is even more
important than ‘physical’ ownership. Employees want to
psychologically own their work. They want input into their
work and want to feel responsible for their jobs.
13. Desire for power
People want to control their destiny. They don’t want
to feel powerless over external forces shaping their lives.
With fewer top-down, control organizations more and
more employees are demanding their freedom back.
Desire for affiliation
People are social creatures. They like to interact and
socialize with one another, though the degree of
sociability will vary. Social support and helping
relationships are among the many benefits provided by
work.
14. Desire for competence
This is the core of self-esteem. People welcome
opportunities to feel more competent. Work can provide
these opportunities.
Desire for achievement
It is important for people to succeed at something. Under
the right conditions, employees will be willing to work hard
and overcome obstacles to achieve a goal.
15. Desire for recognition
People want to feel appreciated by others and be
positively recognized for their efforts. Recognition is a
powerful force which has the capability to unleash energy
and motivation.
Desire for meaning
People want a reason for doing something. They want
reassurance that their efforts, however small, are making a
difference.
18. How does motivation affect learning and behavior?
• Direct behavior towards goal.
• Increases effort and energy expended
• Commencement in activities is sooner
• Increases persistence in activities
• Enhances thought processes
• Determines what consequences are
reinforcing
• Leads to improved performance
19. Maslow’s Need Hierarchy
Esteem NeedsEsteem NeedsEsteem NeedsEsteem Needs
Social andSocial and
Belongingness NeedsBelongingness Needs
Social andSocial and
Belongingness NeedsBelongingness Needs
20. Limitations
• Maslow's theory is over simplified and is based on human
needs only.
• The theory has to refer to other motivating factors like
expectations, experience and perception.
• Many are satisfied only with physiological needs and
security of employment.
• The pattern of hierarchy of needs may not be applicable
uniformly to all categories of employees.
• Maslow's assumption of “need hierarchy” is not optimal in
this present age as each person has plenty of needs to be
satisfied, which may not necessarily follow Maslow's need
hierarchy.
• Maslow's writings are more philosophical than scientific.
21. Equity Theory
• Adams' Equity Theory calls for a fair balance to be struck between
an employee's inputs and an employee's outputs.
• According to the theory, finding this fair balance serves to ensure
a strong and productive relationship achieved with the
employees, with the overall result being contented, as well as
motivation of the employees.
My Outcomes
My inputs
vs.
Other’s Outcomes
Other’s Inputs
22.
23. Perceived inequity, employees may:
• Increase or decrease inputs
• Change their outcomes
• Distort perceptions of inputs and/or outcomes
• Distort perceptions of other’s inputs and/or
outcomes
• Change the referent others
• Leave the organization
27. How to motivate your own self
• Your goals must be clear but your guidelines
must be flexible
• Make a habit of being Enthusiastic
• Surround yourself with positive & enthusiastic
people
28. 3 Combative Personality Pairs
The Perfectionist and the Pragmatist
The Perfectionist and the Pragmatist are capable,
conscientious professionals. They both work hard, but each has a
very different approach.
Personality clash
Pragmatist views the Perfectionist as obsessive and
inflexible, while the Perfectionist regards the Pragmatist as
careless and lax.
29. The Driver and the Coaster
These polar opposites have the potential to drive each
other — and the rest of the team — crazy.
Personality clash
The Driver is an ambitious meanwhile, the coaster is a
laid-back type who tends to under-perform unless pushed.
30. The Frenemies
Personality clash
One minute, these two are best buddies. The next, they’re
complaining to colleagues about one another’s real or perceived
shortcomings. They compete with each other for everything.
Their ongoing rivalry distracts your staff and threatens to divide
the team into opposing factions.
31. Current Issue in Motivation
• Motivating a Diverse Workforce
Flexibility is the key to motivating a diverse
workforce.
o Diverse array of rewards neccesary to satisfy diverse
personal needs and goals.
Flexible Working Schedule
o Compressed workweek
o Flexible work hours(flextime)
o Job sharing
o Telecommuting
o Cultural Differences in Motivation
32. Pay-for-Performance
Instead of paying for time on the job, pay is
adjusted to reflect some performance measure.
Compatible with expectancy theory
Programs are gaining in popularity.
33. • Open-Book Management
Involve employees in workplace decisions by
opening up the financial statements.
Workers treated as business partners.
Get workers to think like an owner.
May also provide bonuses based on profit
improvements.
34. • Motivating the “new workforce”
Motivating professionals
Motivating contingent workers: part-time,
contract, or temporary workers.
Motivating Low-skilled, Minimum-Wage
Employees.
35. Conclusion
• Motivation is the responsibility of all magers because
the most valuable assets of an organization are people.
• Through motivation, managers show employees how
to fulfil their needs while accomplishing organizational
goals
• Motivation is about communication, working together,
cultivating common goals, team work, giving support,
direction and opportunities for growth.
• Motivated staff will ensure achievement of the
organizational responsibilities with limited resources.
Agnes A strong team needs individuals who are dedicated to giving their best at work. Highly self-motivated, committed, ambitious employees give the most to their compamny and get the most from their work. But if your are lacking employee motivation in the workplace the effecrs can be dramatic. Low team morale, lack of initiative, lack of energy, mistake and hugh staff turnover are just some of the clues that motivation is an issue. A strong team needs individuals who are dedicated to giving their best at work. Highly self-motivated, committed, ambitious employees give the most to their compamny and get the most from their work. But if your are lacking employee motivation in the workplace the effecrs can be dramatic. Low team morale, lack of initiative, lack of energy, mistake and hugh staff turnover are just some of the clues that motivation is an issue.
Agnes
Agnes . Help employees become friends with coworkers; Find ways to help them enjoy their job; Job satisfaction = value friendship & relationships=deep satisfaction = they will look forward to see each other every day 2. Talk to your employees and find out what reward should be given based on they opinion. Take their feedback into consideration Also show intrest and give them some time. 3. Recognize your workers for effort they put and hard work Let them know how much you appreciate they hard work, treat them with respect Encourage staff to do the same thing Small tokens of appreciation (e.g. vouchers, gift cards) Recognize lack of motivation and take action - make changes and evaluate you management style Maybe style of your management is not working Staff spending time on doing non-work related activities, e.g. chatting with collegues, leaving work early, showing up late, talking on the phone, surfing on the internet 1. Help employees become friends with coworkers; Find ways to help them enjoy their job; Job satisfaction = value friendship & relationships=deep satisfaction = they will look forward to see each other every day 2. Talk to your employees and find out what reward should be given based on they opinion. Take their feedback into consideration Also show intrest and give them some time. 3. Recognize your workers for effort they put and hard work Let them know how much you appreciate they hard work, treat them with respect Encourage staff to do the same thing Small tokens of appreciation (e.g. vouchers, gift cards) Recognize lack of motivation and take action - make changes and evaluate you management style Maybe style of your management is not working Staff spending time on doing non-work related activities, e.g. chatting with collegues, leaving work early, showing up late, talking on the phone, surfing on the internet
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pooja Desirability Factors The goal is set by or in conjunction with an appropriate authority figure The goal fosters a sense of self-achievement and potential for development The goal is set by or in conjunction with someone who is trustworthy The goal is set by or in conjunction with someone who is supportive and promotes self-efficacy Peers are committed to the goal The goal assigner, if there is one, provides a rationale for the goal The goal provides a challenge to prove oneself and meets ego needs The goal is public Perceived Ability Factors There is high self-efficacy on the task There are successful role models The task is not impossibly difficult Expectancy for success is high There is competition with others
pooja
Xenia People motivated by desire to satisfy specific needs, arranged in a hierarchical order of prepotency. Lower level needs must be satisfied before a person can be motivated by higher level needs Physiological needs – basic survival needs – food, water, air and shelter Safety needs – need to be safe and secure in the environment – both physical and psychological Social and belongingness needs – interaction with and acceptance by other people, desire for affection, affiliation, friendship and love Esteem needs – relate to feelings of self-respect and self-worth, along with the respect and esteem from peers Self-actualization – a desire to People motivated by desire to satisfy specific needs, arranged in a hierarchical order of prepotency. Lower level needs must be satisfied before a person can be motivated by higher level needs Physiological needs – basic survival needs – food, water, air and shelter Safety needs – need to be safe and secure in the environment – both physical and psychological Social and belongingness needs – interaction with and acceptance by other people, desire for affection, affiliation, friendship and love Esteem needs – relate to feelings of self-respect and self-worth, along with the respect and esteem from peers Self-actualization – a desire to fulfill one ’s potential, maximizing the use of one’s skills and abilities
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Pooja Organization can think about all this WH questions and all this comes from motivation that they receive.
pooja
pooja How to ease the tension: To enable this pair to play off each other’s strengths and work well together, establish a strict division of duties. Because the Pragmatist does not sweat the details, he or she may be better at writing the first draft of a report, for example, while the Perfectionist will excel at proofreading and fact-checking it. When disagreements arise over method, be prepared to step in and refocus this pair on the end goal and deadline.
pooja How to ease the tension: To keep team morale and motivation from taking a nose-dive, you need to reel the Driver in a bit. This could mean allowing the Driver to work independently on an assignment, while a less-intense staff member leads the team on a different project. To address the Coaster’s underperformance (which impacts not only the Driver but also the rest of the group), clearly define expectations and deliverables. Set immutable deadlines and let the Coaster know you will hold him or her accountable for meeting them.
pooja How to ease the tension: Because their interpersonal conflict endangers team cohesion, immediate action is necessary. Meet privately with this sparring pair and ask them to call a truce. Tell them to refrain from involving other employees in their personal differences. When confronted in this manner, it’s not uncommon for rivals to band together. Be prepared for this pair to insist that their disagreements are “all in fun” or simply the way they “relate” to each other. But don’t allow them to minimize the impact of their conflict on others. Stand firm and make it clear that their behavior is disruptive and that you are willing to take disciplinary action if it persists.
pooja Compressed workweek-employees work longer hours per day but fewer days per week. Flexible work hours-employees required to work a specific number of hours a week but are to vary those hours within certain limits. Job sharing-two or more people split a full-time job Telecommuting- employees work at home are linked to the workplace by computer and modem Cultural differences in motivation - motivation theories developed in the U.S. and validated with American workes - May be some cross-cultural consistencies
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POOJA Motivating professionals- professionals tend to derive intrinsic satisfaction from their work and receive high pay. Motivating contingent workers -less security and stability than permanent employees -display little identification or commitment to their employers. -hard to motivate contingent workers. -repercussions of mixing permanent and contingent workers when pay differentials are significant. Motivating Low-skilled, Minimum-Wage employees -difficult challenge to keep performance levels high -employee recognition programs -in service industries, empower front-line employees to address customers’ problems.
