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MOTIVATION CSH Pharma Group
Motivation The act or process of stimulating to action, providing an incentive or motive, especially for an act.
What Motivates you?
What Motivates Employees to Stay ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Theories of motivation
Theories of motivation fall into three  categories: ,[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],•  says that ANY attention paid to  employees increases productivity   –  productivity goes up if employees think  management is paying attention!  •  experimental studies found that:  –  increasing/decreasing lighting had same effect  –  changing pay did not improve productivity
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],•  says people have several levels of needs   –  physiological –  security  –  social  –  esteem  –  self-actualization •  Maslow  said workers are motivated by their lowest level of  unattained needs  –  e.g. once someone’s physiological needs are satisfied, they are motivated  by their security needs
Maslow’s hierarchy of human needs.
•  suggests that job satisfaction depends  on two factors •  hygiene factors hygiene relate to working  conditions  –  good working conditions ensure that no  dissatisfaction exists  •  motivating factors motivating relate to  recognition, achievement, and responsibility   –  motivating factors enhance employee  satisfaction  ,[object Object]
[object Object],•  says people work toward goals they have a  reasonable expectation of achieving –  cannot motivate people with rewards for  goals they do not expect to attain  •  three types of issues affect expectations:  - effort-performance issues - performance-reward issues - rewards-personal goals issues
[object Object],•  focuses on the concept of “ fairness” •  employees look at how they are treated  on two fronts: –  inputs vs. outputs: am I getting as much out of  this job as I put into it?  –  am I getting as much out of my job as those who perform similar tasks for this firm?  •  employees who see themselves as being treated unfairly often act to “tip the scales”
Goal Setting Theory •  strives to discover the types of goals  that best motivate employees  •  two characteristics of effective goals:   –  they are difficult but attainable  –  they are specific: a quantifiable target is  set  •  e.g. “increase output by 10% ” rather than rather than “do  your best” •  goals are most effective if employees have  a hand in defining them
Enhancing Job Satisfaction & Morale •  have to have to use knowledge about motivation –  what can agribusinesses do to keep morale high &  keep employees satisfied?  •  6 types of programs are commonly used: –  reinforcement/ behaviour modification –  management by objectives  –  participative management  –  team management  –  job enrichment & job redesign  –  modified work schedules
•  involves a system of rewards and  punishments to elicit desired behaviour •  reinforcement is associating specific  outcomes with specific outcomes with specific  behaviours  –  can be can be “positive positive” or “negative  negative” •  firms can also punish employees for improper or  undesirable behaviour Modification Theory ,[object Object]
•  system of collaborative goal setting –  extends from organization’s top to its bottom •  involves managers & employees in setting goals and  evaluating progress  –  employees feel more involved and empowered  when they are part of decision making ,[object Object]
[object Object],•  management philosophy whereby workers  have a voice in management of the firm –  help define their own jobs  –  participate in traditional management  decisions  •  this can be a key method for empowering  workers   –  helps them feel more important to the firm
[object Object],•  Employees may be given responsibility for making  narrow decisions   –  e.g. how to divide tasks co-workers workers •  workers also part of bigger decisions production  scheduling   –  work procedures  –  hiring of new people
[object Object],•  job enrichment adds motivating factors to existing job activities   –  e.g. provide more responsibility or decision  making authority  •  job redesign allows employees to reshape some  of their duties to provide a better   “ fit” –  three common ways to do this:   •  combining tasks  •  forming natural workgroups  •  establishing client relationships
[object Object],•  many firms allow flexible work schedules to  accommodate a changing workforce 4 main types of modified work schedules: –  flextime  –  compressed workweek  –  telecommuting  –  work share  programs  •  modified work schedules help employees  balance their personal & professional lives
Great Motivators •  Full appreciation for job well done •  Be part of decisions •  Open communications •  Interesting & meaningful work •  Good relationships at work
[object Object],•  Stress the positives •  Say “Thank You!” •  Praise workers for going the extra mile •  Reward Employees – “You get what you reward”  •  Train-Train-Train
[object Object],•  Ask how you can use more of their talents •  Ask what they would change •  Ask for their ideas and how you can put the ideas into action
[object Object],•  Tell them exactly what you want – Then let them do it! •  How can I help you succeed? •  Discuss organization and individual goals – Ask about their goals •  Share information – Let them know what is happening •  Refuse to gossip
[object Object],•  75% of employees think they have a direct impact on organization’s success •  Tell them how their job is important •  Cross-train
[object Object],•  Get to know your employees •  Be sure everyone shares information •  Apply the same standards to everyone •  Continually stress equal, fair treatment for all •  Celebrate! – Have fun!
Guidelines
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Rewards •  Monetary – raise/bonus (merit/one time merit) •  Administrative time off •  Office party/brunch/luncheon •  Certificates/mementos •  Training opportunities
AND . . . Don’t Forget •  Mentor employees •  Coach employees •  Discuss performance throughout the year
 

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Motivation

  • 2. Motivation The act or process of stimulating to action, providing an incentive or motive, especially for an act.
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  • 13. Maslow’s hierarchy of human needs.
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  • 17. Goal Setting Theory • strives to discover the types of goals that best motivate employees • two characteristics of effective goals: – they are difficult but attainable – they are specific: a quantifiable target is set • e.g. “increase output by 10% ” rather than rather than “do your best” • goals are most effective if employees have a hand in defining them
  • 18. Enhancing Job Satisfaction & Morale • have to have to use knowledge about motivation – what can agribusinesses do to keep morale high & keep employees satisfied? • 6 types of programs are commonly used: – reinforcement/ behaviour modification – management by objectives – participative management – team management – job enrichment & job redesign – modified work schedules
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  • 25. Great Motivators • Full appreciation for job well done • Be part of decisions • Open communications • Interesting & meaningful work • Good relationships at work
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  • 33. Rewards • Monetary – raise/bonus (merit/one time merit) • Administrative time off • Office party/brunch/luncheon • Certificates/mementos • Training opportunities
  • 34. AND . . . Don’t Forget • Mentor employees • Coach employees • Discuss performance throughout the year
  • 35.