3. Theory X and Theory Y
Hang a few admirals to encourage the others
If a dog complains when you beat, continue
until he gets used to it
I shout at my workers – it gets the best out of
them. If they don’t like it, they can leave, I can
easily replace them
4. Maslow
n The major thinker –
Abraham Maslow
q create a hierarchy of motives
q he claimed determined human
behavior
9. Frederick Herzberg
'The Motivation to Work' (1959),
◦ first established theories about motivation in the
workplace.
◦ show satisfaction and dissatisfaction at work arose
from different factors,
◦ the factors were not simply opposing reactions to
the same factors.
10. Motivators & Hygiene
Factors :
◦ truly motivate ('motivators'),
◦ tended to lead to dissatisfaction ('hygiene factors').
According to Herzberg, Man has two sets of
needs
◦ as an animal to avoid pain
◦ as a human being to grow psychologically
11. “people will strive to achieve hygiene needs because
they are unhappy without them” Herzberg's research
Hygiene Needs
n policy
n relationship with supervisor
n work conditions
n salary
n company car
n status
n security
n relationship with subordinates
n personal life
12. “but satisfaction is temporary”
Motivators are:
n achievement
n recognition
n work itself
n responsibility
n advancement
n personal growth
13. It’s not the Money
People commonly argue that money is a
primary motivator
◦ It's not.
◦ Surveys repeatedly show that other factors
motivate more.
Survey by Development Dimensions
International in 2004
◦ interviewed 1,000 staff from companies employing
more than 500 workers
◦ found many to be bored, lacking commitment and
looking for a new job.
14. It’s not the Money (cont.)
Pay came fifth in the reasons people gave
for leaving their jobs.
15. It’s Status and Interest
The main reasons :
lack of stimulus jobs
no opportunity for advancement
Research:
◦ 43% left for better promotion chances,
◦ 28% for more challenging work;
◦ 23% for a more exciting place to work; and
◦ 21% and more varied work.
16. Dimensions of motivation
n Interest
q curiosity
n Relevance
q satisfy personal needs or goal
n Expectancy
q control of success
n Satisfaction
q motivation to rewards
17. The goal of motivational theory
n Motivation can be defined as intensity at a
task.
q The higher the motivation, the more persistent
and intense at a task the worker will perform.
q Motivation - what a person will do
q Ability - what a person can do.
q Motivation directly involves choices
18. Practical Tips #1
Want More Innovation?
If you want more innovation from your
people:
◦ let them know that their employment is secure,
◦ even if their job changes.
◦ People worried about losing their jobs tend to
find ways to stretch out the work, not
innovative ways to do it better.
19. Practical Tips #2
Don't Demotivate
Demeaning team members, to their face
or to others, decrease their motivation.
So does dismissing their ideas as "stupid".
Stupid ideas are sometimes great ideas
unrecognised
Be sure you aren't defeating your own
efforts by demotivating your team.
20. Practical Tips #3
People – Primary Intellectual Capital
You can have the best, high tech,
equipment available but, without the
people you have no team.
Treat your team with greater care than
you do your equipment.
KM is both managing the knowledge
worker as well as the knowledge
21. Practical Tips #4
Fan the flame.
When people join your organization they
are enthusiastic.
The enthusiasm can be dissapeared
Instead, do what you can to fan the
flames of their enthusiasm and you will be
amazed at their output.
22. Practical Tips #5
Let the team contribute
It doesn't make any sense to spend all
that time and effort to find and hire the
best people if you are just going to ignore
their input.
KM means knowing where the knowledge
is, who knows useful things
23. Practical Tips #6
Don’t Spray the Apes.
Review policy to make sure it is relevant.
Avoid writing on tablets of stone.
Standard Operating Procedures have to be
reviewed
KM means both unlearning as well as
learning
24. Practical Tips #7
Avoid Mushroom Management
Mushrooms grow very well when kept in
the dark and fed horse manure.
Avoid unnecessary confidentiality.
Technology means rumours travel at the
speed of light
KM means transparency and the flow of
genuine information
25. Practical Tips #8
Get the team involved.
It's a lot easier to get the team to support
a decision if they have the opportunity to
participate in the discussion.
If they have had the opportunity to make
their point of view known the team is
more likely to stand behind the ultimate
decision, even if they don't agree with it.
26. Practical Tips #9
Active listening.
Listening is the most difficult
communication skill to master.
New knowledge depends on socialising
knowledge (SECI)
Encouraging people to share knowledge
means encouraging active listening,
‘calibration’ as well as speaking.
27. Practical Tips #10
Quality customer service
Based on 3 essentials :
◦ respect
◦ value
◦ human approach
TREAT YOUR STAFF AS CLIENTS
KM requires recognition of contribution,
Valuing contribution
Respecting contribution
