Carrots and Sticks Don’t Work by Paul L. Marciano, Ph.D. NJ ACE-NET/NJCUPA-HR Rutgers, Piscataway, NJ November 19, 2010 Wh...
What is the difference between being motivated and engaged?
mo·ti·va·tion   (mō'tə-vā'shən)  n. <ul><ul><li>Motivation requires a desire to act, an ability to act, and having an obje...
<ul><li>Old French  ( en + gage ): to pledge, as in marriage; commitment, loyalty, dedication  </li></ul>en·gage·ment   (ĕ...
<ul><li>Productivity & Performance (21% increase) </li></ul><ul><li>Profitability (+28 cents vs. -11 cents EPS) </li></ul>...
Levels of Engagement
Engagement Meter 1 2 3 4 5 ACTIVELY  DISENGAGED DISENGAGED OPPORTUNISTIC ENGAGED ACTIVELY  ENGAGED
Engagement Behaviors 1 2 3 4 5 Creates the mess Walks past mess  without thought Hopes not to see it,  will clean-up if pe...
What creates  an engaged workforce?
. . . Not Traditional Programs   <ul><li>PROGRAMS </li></ul>
 
#1: Programs Fail Because They Are  Programs
#20: Reward Programs Reduce Overall Motivation Low   Average High
How do we Increase Engagement? Realizing sustainable increases in employee engagement requires impacting the CULTURE.
Self-Sustaining Culture Culture Behavior
RESPECT ™  Model
RESPECT Model
Respect the Organization Organization
Respect the Supervisor Organization Supervisor
Respect Team Members Organization Supervisor Team
Respect the Work Organization Supervisor Team Work
Feel Respected Organization Supervisor Team Work Individual
RESPECT Drivers  Leader & Organizational Culture
<ul><li>Recognizes, acknowledges and shows appreciation for others’ efforts and contributions </li></ul><ul><li>Social rei...
<ul><li>Provides tools, training, information and resources to be successful </li></ul><ul><li>Removes barriers to success...
<ul><li>Delivers regular, constructive performance feedback in a positive and supportive manner </li></ul><ul><li>Feedback...
<ul><li>Fosters collaborative working relationships  at the individual, team and organizational level  </li></ul><ul><li>B...
<ul><li>Sets clear & consistent expectations  </li></ul><ul><li>Expectations are in alignment with other departmental and ...
<ul><li>Demonstrates thoughtfulness & caring </li></ul><ul><li>Good Manners – “Please” & “Thank You” </li></ul><ul><li>Bei...
<ul><li>Foundation for engaged workforce </li></ul><ul><li>Avoids micro-managing </li></ul><ul><li>“ Walks the walk” </li>...
What can you do to bring RESPECT to your organization?
WHITEBOARD, LLC Maximizing Human Capital through Targeted Behavioral Solutions Paul L. Marciano, Ph.D. 908.268.7272 [email...
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Rutgers University NJ ACE-NET/NJCUPA-HR 2010

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"Carrots and Sticks Don't Work" presented by Dr. Paul Marciano at Rutgers University to NJ ACE-NET/NJCUPA-HR on 11/19/10

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  • If a diamond is a girl’s best friend, then engaged employee’s are a companies greatest asset How would you like to marriage to be judged on whether you were “motivated” on a particular day.
  • Ellen Langer at Harvard and Chixamiyha at Chicago – ‘withitness”
  • Caution Will Rogers
  • Rutgers University NJ ACE-NET/NJCUPA-HR 2010

    1. 1. Carrots and Sticks Don’t Work by Paul L. Marciano, Ph.D. NJ ACE-NET/NJCUPA-HR Rutgers, Piscataway, NJ November 19, 2010 Whiteboard, LLC Maximizing Human Capital
    2. 2. What is the difference between being motivated and engaged?
    3. 3. mo·ti·va·tion (mō'tə-vā'shən) n. <ul><ul><li>Motivation requires a desire to act, an ability to act, and having an objective (Ramlall, 2004) </li></ul></ul>Latin ( movere ): a drive which directs behavior toward a desired outcome
    4. 4. <ul><li>Old French ( en + gage ): to pledge, as in marriage; commitment, loyalty, dedication </li></ul>en·gage·ment (ĕn-gāj'mənt) n.
    5. 5. <ul><li>Productivity & Performance (21% increase) </li></ul><ul><li>Profitability (+28 cents vs. -11 cents EPS) </li></ul><ul><li>Turnover (4x-9x) </li></ul><ul><li>Absenteeism (2x) </li></ul><ul><li>Employee Fraud </li></ul><ul><li>Customer Satisfaction & Loyalty </li></ul><ul><li>Quality Defects </li></ul><ul><li>Safety Compliance </li></ul><ul><li>Employee Satisfaction </li></ul><ul><li>Physical & Psychological Well-Being </li></ul>Robust Impact of Engagement
    6. 6. Levels of Engagement
    7. 7. Engagement Meter 1 2 3 4 5 ACTIVELY DISENGAGED DISENGAGED OPPORTUNISTIC ENGAGED ACTIVELY ENGAGED
    8. 8. Engagement Behaviors 1 2 3 4 5 Creates the mess Walks past mess without thought Hopes not to see it, will clean-up if personal benefit Cleans-up what he/she sees Helps clean-up, fix & prevent
    9. 9. What creates an engaged workforce?
    10. 10. . . . Not Traditional Programs <ul><li>PROGRAMS </li></ul>
    11. 12. #1: Programs Fail Because They Are Programs
    12. 13. #20: Reward Programs Reduce Overall Motivation Low Average High
    13. 14. How do we Increase Engagement? Realizing sustainable increases in employee engagement requires impacting the CULTURE.
    14. 15. Self-Sustaining Culture Culture Behavior
    15. 16. RESPECT ™ Model
    16. 17. RESPECT Model
    17. 18. Respect the Organization Organization
    18. 19. Respect the Supervisor Organization Supervisor
    19. 20. Respect Team Members Organization Supervisor Team
    20. 21. Respect the Work Organization Supervisor Team Work
    21. 22. Feel Respected Organization Supervisor Team Work Individual
    22. 23. RESPECT Drivers Leader & Organizational Culture
    23. 24. <ul><li>Recognizes, acknowledges and shows appreciation for others’ efforts and contributions </li></ul><ul><li>Social reinforcement is the most powerful form of reinforcement: “Pat on the back” </li></ul><ul><li>Timely, sincere, specific: “Thank you for staying last night and helping John finish up the proposal” </li></ul><ul><li>What happens when we fail to recognize good performance? </li></ul><ul><li>Few “problems” like material rewards </li></ul><ul><li>Why so hard? “Squeaky wheel gets the grease” </li></ul>R ECOGNITION recognition
    24. 25. <ul><li>Provides tools, training, information and resources to be successful </li></ul><ul><li>Removes barriers to success </li></ul><ul><li>Provides consistent vision and direction </li></ul><ul><li>“ What do you need from me to be successful?” </li></ul><ul><li>Maintains “I know you can” attitude </li></ul><ul><li>Gives autonomy and decision making authority </li></ul>E MPOWERMENT empowerment
    25. 26. <ul><li>Delivers regular, constructive performance feedback in a positive and supportive manner </li></ul><ul><li>Feedback should be timely, specific, behaviorally focused and future-oriented. </li></ul><ul><li>Forget “positive” & “negative” – all feedback should be supportive because supervisors care about the employee’s success </li></ul><ul><li>Annual performance appraisal: Surprise! </li></ul>S UPPORTIVE FEEDBACK supportive feedback
    26. 27. <ul><li>Fosters collaborative working relationships at the individual, team and organizational level </li></ul><ul><li>Builds bridges internally (team members, peers, departments) and externally (vendors, customers, unions, regulatory agencies) </li></ul><ul><li>“ How can we accomplish this?” </li></ul><ul><li>“ We are in this together – win or lose” </li></ul><ul><li>Seeks “win-win” solutions </li></ul>P ARTNERING partnering
    27. 28. <ul><li>Sets clear & consistent expectations </li></ul><ul><li>Expectations are in alignment with other departmental and organizational initiatives </li></ul><ul><li>Goals are challenging </li></ul><ul><li>Goals are measurable </li></ul><ul><li>People are held accountable </li></ul><ul><li>You get what you accept </li></ul><ul><li>“ Confused & Concerned” </li></ul>E XPECTATIONS expectations
    28. 29. <ul><li>Demonstrates thoughtfulness & caring </li></ul><ul><li>Good Manners – “Please” & “Thank You” </li></ul><ul><li>Being on time for meetings </li></ul><ul><li>Elicits employee comments and concerns </li></ul><ul><li>Sensitive to gender, age, ethnic & religious differences </li></ul><ul><li>Keeps people in the information loop </li></ul><ul><li>Follows-up in a timely manner; avoids leaving people in limbo </li></ul>C ONSIDERATION consideration
    29. 30. <ul><li>Foundation for engaged workforce </li></ul><ul><li>Avoids micro-managing </li></ul><ul><li>“ Walks the walk” </li></ul><ul><li>Follows through on promises </li></ul><ul><li>Owns up to mistakes </li></ul><ul><li>Fair, honest & consistent </li></ul><ul><li>Talks to you – not about you </li></ul>T RUST trust
    30. 31. What can you do to bring RESPECT to your organization?
    31. 32. WHITEBOARD, LLC Maximizing Human Capital through Targeted Behavioral Solutions Paul L. Marciano, Ph.D. 908.268.7272 [email_address] www.paulmarciano.com

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