Motivating Your Team
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The document discusses motivating employees and different motivation theories. It lists reasons why motivating employees is important, such as increased productivity, less stress, and higher retention rates. Some motivation strategies mentioned are positive reinforcement, setting goals, and rewarding performance. Three motivation theories are summarized: Maslow's hierarchy of needs, McGregor's Theory X and Y, and Herzberg's motivation-hygiene theory. The document stresses that management needs to give employees reasons to feel motivated and develop over time.
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Motivating Your Team
- 1. Team Motivation Underground Vaults & Storage, Inc. June 2009
- 5. Maslow’s Hierarchy of Needs
- 6. McGregor’s Factor X/Y Theory Management Staff Staff Management Theory X - authoritarian, repressive style. Tight control, no development. Produces limited, depressed culture Theory Y - liberating and developmental. Control, achievement and continuous improvement achieved by enabling, empowering and giving responsibility.
- 7. Herzberg’s Motivation and Hygiene Theory
Editor's Notes
- Today we are going to look at 5 studies on motivation that created “theories” concerning the psychology of motivation. From each study we will determine how it applies to our workplace and how we can apply it to our employees. Through filling out worksheets and considering these theories, we should all be able to walk away thinking differently about motivation and how we can affect our teams.
- By creating an appealing and motivating work environment, you significantly increase the likelihood that your people will work hard for you. “setting the stage for excellent performance”
- After discussing the pyramid – the base 3 levels should be reinforced by our environment while the top two are needs we work to meet – fill out worksheet on how UV&S currently meets the levels of need and how we could better meet those needs going forward.
- theory x ('authoritarian management' style) The average person dislikes work and will avoid it he/she can. Therefore most people must be forced with the threat of punishment to work towards organisational objectives. The average person prefers to be directed; to avoid responsibility; is relatively unambitious, and wants security above all else. theory y ('participative management' style) Effort in work is as natural as work and play. People will apply self-control and self-direction in the pursuit of organizational objectives, without external control or the threat of punishment. Commitment to objectives is a function of rewards associated with their achievement. People usually accept and often seek responsibility. The capacity to use a high degree of imagination, ingenuity and creativity in solving organizational problems is widely, not narrowly, distributed in the population. In industry the intellectual potential of the average person is only partly utilized. At this time, take quiz to see what style you are and what style you prefer.
- Eliminate dissatisfactions and create areas of satisfaction with hygiene factors to free up ability to be motivated