Dr. Bill Price University of Texas Permian Basin High Levels of Motivation in the Workplace

1. HOW MANAGERS
ENCOURAGE HIGH LEVELS OF
EMPLOYEE MOTIVATION
Dr. Bill Price
Dean UTPB College of
Business & Engineering

2.  Improved work
performance
 Reduced turnover
 Reduced sick leave
 Reduced accident rate
 Stronger company
culture
Employee Motivation Goals

3. Motivation is
 Inner power that
pushes to action
 Desire and ambition

4. WHAT MANAGERS AND EMPLOYEES THINK
WILL CAUSE MOTIVATION

5. EXPECTANCY, INSTRUMENTALITY, AND VALENCE

6. MOTIVATION APPROACHES
 Expectancy
 Hierarchy of needs
 Theory X and Y
 Needs - achievement, power,
affiliation
 Two factors – motivation/hygiene
 Goal setting

7.  Satisfaction
 Motivates
employees
 Dissatisfaction
 Hygiene or
avoidance factors
Dissatisfaction Satisfaction

8. MOTIVATION DEPENDS ON
 Industry culture
 Level within the company
 Personal ambition
 Experience
 Age, family, education
 Specific incentives

9. Expectancy: the association between
performance and outcomes, must be
high for motivation to be high.
Need Theory: pay is used to satisfy
many needs.
Equity Theory: pay is given in relation
to inputs.
Goal Setting : pay linked to
attainment of goals.
PAY & MOTIVATION

10. MERIT PAY AND PERFORMANCE
 Merit Pay Plan
Bases pay on individual, group or
organization performance.
Individual plan: when individual
performance can accurately measured.
 Sales
 Production

11. MERIT PAY AND PERFORMANCE
 Piece-rate Pay
 Employee’s pay is based on the number of units that
the employee produces.
 Commission Pay
 Employee’s pay is based on a percentage of sales
that the employee makes.
 Organization-based Plans
 Scanlon plan—focuses on reduced expenses or
cutting costs
 Profit sharing—employees receive a share of an
organization’s profits

12. OILFIELD INCENTIVES - HOURLY
 White truck & fuel card
 Meals on the road
 Uniform or clothing
 Overtime pay

13. EXECUTIVE INCENTIVES
 Country club
 Petroleum club
 Company car/truck
 No set hours
 Personal benefits at work
 Brokerage advice
 Personal benefits at work

14. UNUSUAL INCENTIVES
 Flexible work hours
 Day care for children
 On-site wellness
 Event tickets or trips
 Gift cards
 Gym time

15. SELF IMPROVEMENT
 Training programs in-house
 Formal training, skills, OJT
 Seminars
 Technical training – by specialists
 Cross-training

16. SELF IMPROVEMENT
 Training programs in-house
 Formal training, skills, OJT
 Seminars
 Technical training – by specialists
 Cross-training
 New degrees

17.  Motivational Value of Bonus Is Higher
When:
Salary levels are unrelated to current
performance.
Changes in other compensation items
(cost of living, seniority) are not having a
large effect in increasing compensation.
Salaries rarely change and performance
does.

18. STOCK PLANS
Option – entitled to buy
shares of company's stock
at a certain price at a later
date
Restricted - stock not fully
transferable until certain
conditions have been met
Grant – simply provided as a
result of past performance

19. GOAL SETTING
 Goal
What employee is trying to accomplish
through efforts and behaviors
Must be specific and difficult
 Goals point out
 What is important to the firm.
Workers encouraged to develop action plans
to attain goals.

20. GOAL SETTING STEPS
1. Establish goals
together
1. Specific
2. Measurable
3. Time frame
2. Monitor
performance
3. Provide feedback

21. HIGHER LEVELS OF MOTIVATION

22. WHAT IS THE GREATEST MOTIVATOR?

23. JOB EMBEDDEDNESS
 Links with other workers
 Social life is dependent
 Friends connected to work
 Workers depend on their presence

24. JOB EMBEDDEDNESS
 Links with other workers
 Social life is dependent
 Friends connected to work
 Workers depend on their presence
 Encourage other workers
 Won’t let others down
 Reduced turnover

25. ENGAGEMENT
Engaged
• Employees work with passion and feel a profound
connection to the company.
• They drive innovation and move the organization forward.
Not
Engaged
• Employees are “checked out”
• Sleepwalking through workday, putting in time
• No energy or passion in their work
Actively
Disengaged
• Employees acting out their unhappiness every day
• Undermine what their engaged co-workers accomplish

26. ENGAGEMENT

27. ENGAGEMENT

28. BOTTOM LINE
 Motivation and goals are
related
 Know your employee needs
 Incentives should be
relevant
 Compensation may not be
the key
 Engaged employees are
highly motivated

29. TWEET YOUR TAKEAWAY FROM THIS
EDUCATIONAL SESSION.
@MIDLANDENRGEXPO #MEEUTPB