P point 16th april 2015

www.tempesttraining.co.uk
ILM 8600 Leadership & Management– Slide 1
Institute of Leadership and Management
8600-310
Understanding How to Motivate to Improve Performance

8600-310
Understanding How to Motivate to Improve Performance
1. What is motivation?
2. The factors that influence motivation
3. Motivation theories
4. Improving performance in the workplace
5. Using employee engagement to increase motivation

Motivation comes from the Latin “MOVERE” to move.
A motive is an inner need or desire.
“ You can’t motivate anyone to do anything, you can only create
the climate for them to motivate themselves”

 Means getting someone to do what you want them to do;
 Is what makes us want to do something;
 Is a kind of driving force which comes from within;
 Is needed when we have a desire to achieve some objective;
 Is an incentive to cause us to try to do something.
To motivate somebody to do something, you have to get them to
want to do it.

Internal Motivation

Physiological
Food, Air, Water, Sleep
Social
Belonging, affection, friendship
Safety
Security, stability, peace
Esteem
Respect, recognition, status
Self Actualisation
Accomplishment,
personal development
Abraham Maslow A person is motivated, not by
rewards or punishment, but by an
inner programme of needs. These
needs are arranged in sets. When
one need is satisfied, another
comes into play. A satisfied need
ceases to motivate.
Motivation theories

Abraham Maslow – Hierarchy of Needs
 A person is motivated, not by external motives such as rewards or punishment, but by
an inner programme of needs.
 When one need is satisfied, another comes into play. A satisfied need ceases to
motivate.
 Man is a wanting animal and rarely reaches a state of complete satisfaction, except for
a short time.
 As one desire is satisfied, another pops up to take its place. When this is satisfied, still
another takes its place and so on and so on.
 It is characteristic of the human being throughout their whole life that they will always
desire something.
Motivation theories

Herzberg’s Two Factor Theory
Frederick Herzberg proposed a theory of motivation based on the idea that some factors
motivate and some de-motivate.
Herzberg instead saw that hygiene factors caused dissatisfaction by their absence, but did
not cause motivation by their increased presence.
The Two-factor theory distinguishes between:
 Motivators - such as challenging work, recognition, achievement, responsibility or personal
growth, and
 Hygiene factors - such as job security, status, supervisory practices, fringe benefits or
wages/salary.
Motivation theories

Internal Motivation
(Hackman and Oldham)
Where people try to do well because their work is rewarding and satisfying, is
described as “internal motivation”
Essential job characteristics:-
 Feedback from the job
 Autonomy
 Skill variety
 Task identity
 Task significance
Motivation theories

Internal Motivation
Feedback from the job
 Feedback provides knowledge of the results of the work. Workers, and
teams, need to find out whether they are performing well or poorly.
 Feedback may also be provided through a manager or someone else,
who makes an assessment about the person’s work and passes it to the
worker; This indirect feedback can be valuable, too
Motivation theories

Internal Motivation
Autonomy
 People generally become more willing to be accountable for the success
or failure of their efforts, and for the outcome, if they have a high level
of autonomy.
Motivation theories

Internal Motivation
Skill variety
 Workers who are able to perform tasks that they find challenging, and
requiring more than one skill or ability, will experience meaningfulness.
 The more skills involved, the more meaningful the work is likely to be to
them.
Motivation theories

Internal Motivation
Task identity
 People care about their work more when they are doing a whole job,
rather than when their work overlaps with others in an undefined way.
Motivation theories

Internal Motivation
Task significance
 This represents the amount of impact the job has on the lives of other
people, whether those people are in the immediate organization or in
the world at large.
 If an operator in a factory is told nothing about those who subsequently
sell, buy and use the product, he/she will experience low task
significance.
Motivation theories

Expectancy Theory.
Human behaviour will be motivated by the conscious expectations, more than
response to the stimuli.
e.g. If someone needs money for something important and if they are assured that if
they put extra effort in, they will receive more money – it is safe to say they will work
harder.
They are motivated by what is important to them. Once that need is satisfied i.e. they
have the money they need, it is likely that they will no longer be as motivated by
financial reward.
Motivation theories

The Expectancy theory
The expectancy theory of motivation is suggested by Victor Vroom.
Unlike Maslow and Herzberg, Vroom does not concentrate on needs, but rather focuses
on outcomes.
Effort Performance Outcome
Valence
Expectancy Instrumentality
Equity?
Motivation theories

The Expectancy theory
In order for a person to be motivated effort, performance and motivation must be linked.
Three variables to account for this, which he calls;
Expectancy - the belief that increased effort will lead to increased performance
Instrumentality - the belief that if you perform well a valued outcome will be received
Valence - the importance that the individual places upon the expected outcome
So, if you perceive that any one of these is true:
1. My increased effort will not increase my performance
2. My increased performance will not increase my rewards
3. I don’t value the rewards on offer
...then Vroom’s expectancy theory suggests that this individual will not be motivated.
Motivation theories

Values and attitudes
 To motivate somebody to do something, you have to get them to want to
do it.
 People aren’t all motivated – or de-motivated – by the same things.
 Motivation can be conscious or unconscious, so we aren’t necessarily
aware of what it is that motivates us;
 but it is a driving force, and is therefore a powerful force
The factors that influence motivation

Understanding behaviour
 Understanding what motivates people is usually quite difficult.
 There is no simple formula.
 You can’t say “treat people like this and you’ll get the best from them”

The right atmosphere
 An open, sharing atmosphere will tend to give people the scope to develop
their skills and abilities.
 Organisations with such an atmosphere are more likely to have employees
who identify with management objectives.
 They are more likely to succeed.

Clear objectives
 If people work in an open sharing atmosphere they are more likely to
identify with management objectives.
 They need to know what they are trying to achieve.
 They need information and skills

Key strategies for motivating others:
Give staff a clear understanding of the context & importance of their job.
Ensure everyone agrees achievable personal development objectives and action plans.
Give all members of staff a challenge so that they will feel stimulated and involved.
Give inexperienced people more attention and provide on-going training.
Delegate whole tasks to people so that they develop new skills, feel empowered & motivated.
Encourage employees to feel like a team by involving everyone
Always give recognition and thanks to those who deserve it.
Encourage staff to have high expectations of themselves & to see difficulties as opportunities.
Show genuine concern when individuals appear to be in difficulties at work
Improving Performance in the workplace

Key strategies for motivating others:
Deal with unsatisfactory performance assertively not aggressively
Avoid blaming
Expect excellent performance - and don’t accept poor performance.
Ensure staff has the time, resources and opportunity to develop the necessary capabilities to
achieve success.
Show you’re on their side by getting resources for them and working on overcoming organisational
blockages.
Make success visible - notice, appreciate, reward, celebrate and publicise success.
Don’t ask others to do what you are not prepared to do yourself
Lead from the front!
Improving Performance in the workplace

Case Study

Engage: provide a clear view of the company’s future, connect the company values with the
individual life purpose, and identify individual contribution to a higher level than self.
Empower: Let people decide how to set goals. Increase their personal power in making
decisions at all level of the organisations.
Enable: Provide highly personalized support and enough resources.
Using employee engagement to increase motivation

8600-326
Understanding the communication process in the workplace

8600-326

8600-326
1. The importance of communicating effectively
2. The communication process
3. Methods of communication
4. Barriers to communication
5. Body Language
6. Feedback

The importance of communicating
effectively at work

The Communication Process
SourceSource ReceiverReceiverEncodingEncoding DecodingDecoding
ChannelChannel
Msg Msg
Feedback

How good are your communication skills?
The Communication Process

GIGO

Barriers to communication

 Insufficient planning/preparation
 Not considering the needs, knowledge base of the recipient
 Choosing inappropriate method to communicate
 Use of jargon or technical language or uncommon abbreviations
 Noisy environment – e.g. open plan office
 Interruptions from other people, telephone calls etc
 Not using feedback to check recipient’s understanding
Barriers to communication

Listening barriers
 Assuming the subject is boring beforehand and “switching off”
 Ignoring the content, and attacking the way in which it is delivered.
 Frequent interrupting
 Going to sleep – fatigue
 Closing the mind to technical/awkward topics
 Day dreaming
 Picking fights – latching onto words like ”poor” or “unacceptable”
 Selective listening

Methods of communication
Oral
Written
Visual
Telephonic
Electronic

Efficiency and effectiveness
 Efficiency means getting the greatest amount of output
for the effort and resources being used.
 Effectiveness is producing the desired result. It is a
matter of quality as well as quantity.

Assumptions
Goldilocks

Body Language
55% of our message is conveyed through our body language
38% is transmitted through our tone
7% is the words that we use
 We interpret not just what people say but the manner in which they say it and
the body language they use.
 We use all of these elements when interpreting what we believe is the true
meaning of the words being used.
 Where body language is inconsistent with the words being used, we will tend
not to trust the words.

Eye contact
 Eye contact is a fundamental part of getting on with people and gaining trust.
 When it is lacking, communication becomes uncomfortable and it is easy to get
the wrong impression of what is going on.
 Studies found that we maintain eye contact with people 40% of the time when
we are talking to them – yet 75% of the time when they are talking to us.
 Eye contact can give us an indication of how sincere the other person is.

Feedback
 Feedback tells us that the communication has worked and achieved what the
sender of the message set out to achieve.
 Feedback tells you, the sender that you have been understood.
 You check understanding by asking questions, and listening actively to the
answers to the questions you have asked.

P point 16th april 2015

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