In order to realize the importance of the psychology of management it is necessary to consider the following five points:
1. Management is a life study of every man who works with other men. He must either manage, or be managed, or both; in any case, he can never work to best advantage until he understands both the psychological and managerial laws by which he governs or is governed.
2. A knowledge of the underlying laws of management is the most important asset that one can carry with him into his life work, even though he will never manage any but himself. It is useful, practical, commercially valuable.
3. This knowledge is to be had now. The men who have it are ready and glad to impart it to all who are interested and who will pass it on.The text books are at hand now. The opportunities for practical experience in Scientific Management will meet all demands as fast as they are made.
4. The psychology of, that is, the mind's place in management is only one part, element or variable of management; one of numerous, almost numberless, variables.
5. It is a division well fitted to occupy the attention of the beginner, as well as the more experienced, because it is a most excellent place to start the study of management. A careful study of the relations of psychology to management should develop in the student a method of attack in learning his selected life work that should help him to grasp quickly the orderly array of facts that the other variables, as treated by the great managers, bring to him.
The document discusses how companies can transform employee attitudes and behaviors through effective change management programs informed by psychology. It outlines four key conditions for changing employee mindsets: 1) Employees must believe in and agree with the purpose of the change. 2) Reward and recognition systems must reinforce the desired new behaviors. 3) Employees need skills training to implement the changes. 4) Employees look to respected role models, so behaviors must be consistently modeled throughout the organization. The document uses an example of a retail bank that successfully transformed its culture and improved performance by applying these four conditions in an integrated change management program.
This case study examines workplace bullying experienced by an employee, Madhu. Madhu felt looked down upon by colleagues and boss when offering suggestions. She was excluded from informal meetings after objecting to lack of pay incentives. As a result of the bullying, Madhu resigned. The bullying showed a lack of interactional justice. Workplace bullying can reduce employee motivation by negatively impacting their self-efficacy, esteem, and ability to achieve their potential. Steps to reduce bullying include developing anti-bullying policies, training, complaint procedures, and ensuring management takes action in response to complaints. Power dynamics, perceived threats, organizational culture, and personality factors can contribute to bullying.
Motivation plays a key role in many aspects of life including work, education, and goal achievement. There are two main types of motivation: intrinsic motivation which comes from internal satisfaction or enjoyment, and extrinsic motivation which comes from external rewards or incentives. Hewlett's Hierarchy of Work Motivators identifies different levels of needs from basic needs like salary and benefits to higher level needs like achievement and growth. Understanding what motivates employees and meeting their various needs can increase productivity and satisfaction in the workplace. Effective motivational strategies include empowerment, participation, flexible work arrangements, and reward systems tied to performance.
This document summarizes research on positive psychology and organizational behavior. It discusses focusing on employee strengths rather than weaknesses, and identifying the top 5 personality traits related to job performance. Positive psychological capacities like self-efficacy, hope, optimism, and resilience are defined and said to contribute to performance when developed individually and interactively as psychological capital (PsyCap). Other positive capacities are proposed for inclusion in positive organizational behavior frameworks.
This document discusses 8 factors that can affect employee motivation and productivity: 1) Interesting work that aligns with employees' interests and talents, 2) Appreciation and recognition of employees' efforts, 3) Involving employees in creating work processes, 4) Achievement through meaningful rewards and recognition, 5) Fostering job security through pride in the company rather than fear, 6) Paying employees according to their ability, 7) Creating a good working environment, and 8) Being part of a supportive team. The document emphasizes the importance of intrinsic and extrinsic motivation as well as social and psychological needs in the workplace.
[DOCUMENT]:
MANAGING HUMAN CAPITAL
A strategic approach to people
management that focuses on the issues
that are critical to an organization's success
◦ Greater transparency on how value is created
through effective people policies and
practices will benefit organizations and their
stakeholders.
These personal assets are highly interrelated and have
implications for both individuals and organizations:
Intellectual Capital
Em
This document provides an overview of motivation theories and concepts. It defines motivation and lists its key characteristics. It discusses various motivation theories including Maslow's hierarchy of needs, Herzberg's two-factor theory, McClelland's needs theory, goal-setting theory, self-efficacy theory, and Vroom's expectancy theory. For each theory, it briefly explains the core concepts and relationships between effort, performance, and rewards. The document also outlines managerial implications for applying expectancy theory in the workplace.
The document discusses employee motivation and various motivation theories and strategies. It begins by explaining that employee performance is determined by both ability and motivation. It then outlines several motivation theories including Maslow's hierarchy of needs, McClelland's achievement motivation theory, and Herzberg's motivation-hygiene theory. The document also discusses the expectancy theory of motivation and strategies for motivating employees such as rewarding risk-taking, creativity, decisive action, effective work, and teamwork. Overall, the key takeaway is that motivation is important for employee performance and there are different theoretical approaches and practical strategies for keeping employees positively motivated.
The document discusses how companies can transform employee attitudes and behaviors through effective change management programs informed by psychology. It outlines four key conditions for changing employee mindsets: 1) Employees must believe in and agree with the purpose of the change. 2) Reward and recognition systems must reinforce the desired new behaviors. 3) Employees need skills training to implement the changes. 4) Employees look to respected role models, so behaviors must be consistently modeled throughout the organization. The document uses an example of a retail bank that successfully transformed its culture and improved performance by applying these four conditions in an integrated change management program.
This case study examines workplace bullying experienced by an employee, Madhu. Madhu felt looked down upon by colleagues and boss when offering suggestions. She was excluded from informal meetings after objecting to lack of pay incentives. As a result of the bullying, Madhu resigned. The bullying showed a lack of interactional justice. Workplace bullying can reduce employee motivation by negatively impacting their self-efficacy, esteem, and ability to achieve their potential. Steps to reduce bullying include developing anti-bullying policies, training, complaint procedures, and ensuring management takes action in response to complaints. Power dynamics, perceived threats, organizational culture, and personality factors can contribute to bullying.
Motivation plays a key role in many aspects of life including work, education, and goal achievement. There are two main types of motivation: intrinsic motivation which comes from internal satisfaction or enjoyment, and extrinsic motivation which comes from external rewards or incentives. Hewlett's Hierarchy of Work Motivators identifies different levels of needs from basic needs like salary and benefits to higher level needs like achievement and growth. Understanding what motivates employees and meeting their various needs can increase productivity and satisfaction in the workplace. Effective motivational strategies include empowerment, participation, flexible work arrangements, and reward systems tied to performance.
This document summarizes research on positive psychology and organizational behavior. It discusses focusing on employee strengths rather than weaknesses, and identifying the top 5 personality traits related to job performance. Positive psychological capacities like self-efficacy, hope, optimism, and resilience are defined and said to contribute to performance when developed individually and interactively as psychological capital (PsyCap). Other positive capacities are proposed for inclusion in positive organizational behavior frameworks.
This document discusses 8 factors that can affect employee motivation and productivity: 1) Interesting work that aligns with employees' interests and talents, 2) Appreciation and recognition of employees' efforts, 3) Involving employees in creating work processes, 4) Achievement through meaningful rewards and recognition, 5) Fostering job security through pride in the company rather than fear, 6) Paying employees according to their ability, 7) Creating a good working environment, and 8) Being part of a supportive team. The document emphasizes the importance of intrinsic and extrinsic motivation as well as social and psychological needs in the workplace.
[DOCUMENT]:
MANAGING HUMAN CAPITAL
A strategic approach to people
management that focuses on the issues
that are critical to an organization's success
◦ Greater transparency on how value is created
through effective people policies and
practices will benefit organizations and their
stakeholders.
These personal assets are highly interrelated and have
implications for both individuals and organizations:
Intellectual Capital
Em
This document provides an overview of motivation theories and concepts. It defines motivation and lists its key characteristics. It discusses various motivation theories including Maslow's hierarchy of needs, Herzberg's two-factor theory, McClelland's needs theory, goal-setting theory, self-efficacy theory, and Vroom's expectancy theory. For each theory, it briefly explains the core concepts and relationships between effort, performance, and rewards. The document also outlines managerial implications for applying expectancy theory in the workplace.
The document discusses employee motivation and various motivation theories and strategies. It begins by explaining that employee performance is determined by both ability and motivation. It then outlines several motivation theories including Maslow's hierarchy of needs, McClelland's achievement motivation theory, and Herzberg's motivation-hygiene theory. The document also discusses the expectancy theory of motivation and strategies for motivating employees such as rewarding risk-taking, creativity, decisive action, effective work, and teamwork. Overall, the key takeaway is that motivation is important for employee performance and there are different theoretical approaches and practical strategies for keeping employees positively motivated.
Motivation is important for employees and organizations to achieve goals. Managers can motivate employees through reinforcement like rewards for good performance or avoidance of negative outcomes for bad performance. Theories like Maslow's hierarchy of needs and Adams' equity theory provide frameworks for understanding employee motivation. Managers should consider an employee's individual needs and ensure fair treatment to maintain motivation. Motivating a diverse workforce requires flexibility in rewards, schedules, and accounting for cultural differences. Pay-for-performance and open-book management can also increase motivation.
This document discusses different theories of motivation, including intrinsic and extrinsic motivation. Intrinsic motivation refers to motivation from internal factors like enjoyment or interest in a task, while extrinsic motivation comes from external factors like rewards or competition. The document also discusses Maslow's hierarchy of needs and how basic needs must be met before higher-level needs. It examines theories like incentive theory, reinforcement principles, and Steven Reiss's 16 basic desires that guide human behavior and define personalities. Designers must understand what motivates end users to create designs that convey the desired message.
Using Behavioural Science to improve Well-being for Social WorkersAlex Clapson
For child and family social workers, coping with the hardships of children and parents is part of the job. But that can cause a lot of stress. Is it possible for financially constrained organizations to improve social workers’ well-being using non-cash rewards, recognition, and other strategies from behavioral science? Assistant Professor Ashley Whillans describes the experience of Chief Executive Michael Sanders’ at the UK’s What Works Centre for Children’s Social Care, as he led a research program aimed at improving the morale of social workers in her case, “The What Works Centre: Using Behavioural Science to Improve Social Worker Well-being.”
This document summarizes a workshop on motivation given by Rick Miller of Pro356 Consulting. The workshop examined what is known about motivation and whether typical business approaches align with research findings. Miller discussed the history of motivation theories, from Motivation 1.0 focusing on survival instincts to modern Motivation 3.0 emphasizing self-motivation. Key theorists such as Herzberg and Deming were cited for challenging traditional views of using only external rewards and punishments. The workshop addressed open questions about whether incentive plans achieve long-term goals and how motivation is impacted in today's work environments.
This document discusses motivation and communication. It defines motivation as the processes that determine how hard, in what direction, and for how long a person works toward a goal. It presents models of motivation including Maslow's hierarchy of needs and intrinsic versus extrinsic rewards. Communication affects motivation, and intrinsically motivated people prefer more open communication styles while extrinsically motivated people prefer rule-governed styles. Successful leaders are driven by intrinsic needs for achievement and growth.
Ob i motivation concepts & applications- perception & attitudesShivkumar Menon
Organizational Behavior I as part of the XLRI VIL Syllabus
The areas captured are relevant in today's context at the workplace. The concepts and applications delve on people, organization, structure and how behavior of employees and leaders in organizations bring efficiency and effectivity.
In this PPT we cover
1. What is motivation?
2. 3 components of motivation
3. Motivation Process
4. Motivation and need satisfaction
5. Characteristics of motivation
6.Types of motivations
7.Types of motivators
8. Motivation theories
-Maslow's hierarchy of needs
-Herzberg's Two Factor Theory
-McGregors X & Y Theory
- Vrooms Expectancy Theory
- Alderfer's ERG Theory
- McClleland's Learned Needs Theory
9. Motivating and Engaging Employees
Motivation PowerPoint Slides include topics such as: understanding needs vs. wants, factors for motivation, employee rewards, offering praise/recognition, types of motivation, job enrichment, the role of money and motivation, incentive programs, motivation ironies, boosting efficiency, 30 ways to motivate, Maslow's hierarchy, how to's and more. Slides can easily be tailored to your specific needs (make handouts, create overheads and use them with an LCD projector) and are available for license. 100+ PowerPoint presentation content slides. Each slide includes slide transitions, clipart and animation. System & Software Requirements: IBM or MAC and PowerPoint 97 or higher. You may use this product over and over again. Royalty Free - Use Them Over and Over Again. Once purchased, download instructions will be sent to you via email. (PC and MAC Compatible).
The document discusses several theories of motivation:
1. Maslow's hierarchy of needs theory which describes human motivation as arising from five levels of needs.
2. Herzberg's two-factor theory which separates factors that cause satisfaction from those that cause dissatisfaction.
3. Expectancy theory which states that motivation depends on expectations of outcomes from efforts.
It also provides strategies for creating a motivating work climate such as clear expectations, fair treatment, recognition, and challenges that allow growth. Leadership roles in motivation include recognizing individual needs and encouraging development.
The document discusses different theories of motivation including:
- Maslow's hierarchy of needs which arranges human needs in a pyramid from lowest to highest.
- ERG theory which categorizes needs into existence, relatedness, and growth.
- McClelland's need theory which identifies needs for achievement, power, and affiliation.
- McGregor's Theory X and Theory Y assumptions about employee motivation.
- Herzberg's two-factor theory which separates motivators like achievement from hygiene factors like salary.
The document also provides tips for motivating employees such as understanding their needs, offering fair compensation, setting goals, and linking results to rewards.
Emotional intelligence is the foundation of sound decision making which is at the core of consistently high performance. Studies on the impact of emotional intelligence in the workplace emphasize that organizations with higher levels of emotional intelligence reap benefits on productivity and success; therefore forward thinkers continue to mine it for business tools that lead to superior performance. Business leaders who use Emotional Quotient expertise to build an emotionally intelligent culture do gain a competitive edge for their organization in the marketplace.
This document discusses factors that motivate employees, including self-esteem, intrinsic motivation, need for achievement, and job characteristics. It describes theories like Maslow's hierarchy of needs and how satisfying different needs can increase motivation. Goal setting is discussed, with SMART goals outlined as specific, measurable, attainable, relevant and time-bound. The importance of feedback, self-regulation, participation in goal setting, and rewards for achieving goals are covered as ways to improve motivation.
1. The document discusses engaging employees through respect, using a model called RESPECT which focuses on recognizing, empowering, providing supportive feedback, partnering with, setting expectations for, considering, and trusting employees.
2. It describes how programs often fail to motivate employees, while culture and engaging employees psychologically through respect can increase productivity, performance and other benefits.
3. The document proposes assessing an organization's level of respect and engagement, aligning respect with the organization's mission and values, and conducting workshops to teach and reinforce respectful behaviors to help engage employees.
This document provides an overview of several theories of motivation. It begins by defining motivation and its key elements. It then discusses early theories proposed by Maslow, McGregor, and Herzberg. Maslow's hierarchy of needs proposes that lower level needs must be satisfied before higher needs. McGregor's Theory X and Y describe negative and positive views of human nature. Herzberg's two-factor theory distinguishes between motivators and hygiene factors. The document also covers McClelland's need theory and contemporary theories like self-determination theory, which examines intrinsic versus extrinsic motivation. Self-determination theory suggests rewards can enhance or undermine motivation depending on whether they are seen as informational or controlling.
1) The document discusses several theories of motivation including Maslow's hierarchy of needs, Herzberg's two-factor theory, McClelland's manifest needs theory, equity theory, expectancy theory, goal setting theory, and reinforcement theory.
2) It provides examples of how motivation theories from Western cultures may not apply universally due to cultural differences, such as praising an individual publicly in Japan being seen as inappropriate.
3) Reinforcement schedules and the importance of understanding employee expectations are discussed in the context of applying motivation theories globally. Cultural factors are an important consideration for effective motivation across countries.
Employee motivation isn’t very hard to get right, but, unfortunately, many companies are still stuck in the past.
What truly motivates employees is the opportunity to grow and make a real difference in the world.
Intrinsic Vs. Extrinsic Motivators
There is so much debate on this subject that I want to try and explain it as simply as possible. When people make the argument that extrinsic motivators don’t work, the response will often be about money and a proper paycheck.
It’s true that everyone needs to earn a living. They have to pay the bills.
People also have to feel that they are fairly compensated for the amount of work that they do, this is what’s known as equity theory.
If it’s not an equal exchange, then the focus will be exclusively on that. But once the subject of compensation is taken off the table, what motivates employees long term are intrinsic motivators.
It’s pretty well known that more money doesn’t ever lead to anything effective. What usually ends up happening, is we adjust our lifestyles to account for the increase in money, so it makes no real difference. We’re often still in the same position financially at the end of the day.
What makes people happy is the feeling of pride from accomplishing something amazing
In one study, that Dan Pink talks about in his book Drive, looks at what happens with rewards and kids drawing.
Researchers divided the children into three groups.
The first was the “expected award” group. They showed each child a “Good Player” certificate and asked if the child wanted to draw in order to receive the award.
The second group was the “unexpected award” group. Researchers asked these children simply if they wanted to draw. If they decided to, when the session ended, the researchers handed each child one of the “Good Player” certificates.
The third group was the “no award” group. Researchers asked these children if they wanted to draw, but neither promised nor gave them a certificate at the end.
Children in the “unexpected award” and “no award” groups drew just as much, and with the same enthusiasm as they had before the experiment. But children in the first group showed much less interest and spent much less time drawing.
The prizes had turned play into work.
In another study, two Swedish economists found that offering a small payment in exchange for giving blood decreased the number of people willing to donate by half.
The researchers suggest “the payment tainted an altruistic act and ‘crowded out’ the intrinsic desire to do something good.”
Download our free ebook:
https://www.officevibe.com/resources/10-pillars-employee-engagement
Read the full article on Officevibe's blog:
https://www.officevibe.com/blog/secret-employee-motivation-infographic
Designed by éloïtsmi
https://www.behance.net/eloitsmi
The document discusses motivation and different types of motivation. It defines motivation as a reason or driving force that causes someone to act in a particular way. It distinguishes between intrinsic motivation that comes from within versus extrinsic motivation from external rewards. Different types of motivation discussed include incentive, fear, and internal motivation. Stages of employee motivation and demotivation are presented. Effective and ineffective ways to motivate and demotivate employees are also outlined.
Companies can transform the attitudes and behavior of their
employees by applying psychological breakthroughs that explain why people think and act as they do.
Companies can influence their organizational culture by focusing on changing a few key behaviors rather than trying to completely replace the culture. Leaders should work with the existing cultural traits and identify behaviors that are most important to change in order to align with strategic priorities. Specifically, the document recommends focusing on changing behaviors before trying to change mindsets, as behaviors have a stronger influence on culture. It also suggests identifying a few critical behaviors to focus on changing that will have the biggest impact, and leveraging informal leaders within the organization to help drive the new behaviors.
Motivation is important for employees and organizations to achieve goals. Managers can motivate employees through reinforcement like rewards for good performance or avoidance of negative outcomes for bad performance. Theories like Maslow's hierarchy of needs and Adams' equity theory provide frameworks for understanding employee motivation. Managers should consider an employee's individual needs and ensure fair treatment to maintain motivation. Motivating a diverse workforce requires flexibility in rewards, schedules, and accounting for cultural differences. Pay-for-performance and open-book management can also increase motivation.
This document discusses different theories of motivation, including intrinsic and extrinsic motivation. Intrinsic motivation refers to motivation from internal factors like enjoyment or interest in a task, while extrinsic motivation comes from external factors like rewards or competition. The document also discusses Maslow's hierarchy of needs and how basic needs must be met before higher-level needs. It examines theories like incentive theory, reinforcement principles, and Steven Reiss's 16 basic desires that guide human behavior and define personalities. Designers must understand what motivates end users to create designs that convey the desired message.
Using Behavioural Science to improve Well-being for Social WorkersAlex Clapson
For child and family social workers, coping with the hardships of children and parents is part of the job. But that can cause a lot of stress. Is it possible for financially constrained organizations to improve social workers’ well-being using non-cash rewards, recognition, and other strategies from behavioral science? Assistant Professor Ashley Whillans describes the experience of Chief Executive Michael Sanders’ at the UK’s What Works Centre for Children’s Social Care, as he led a research program aimed at improving the morale of social workers in her case, “The What Works Centre: Using Behavioural Science to Improve Social Worker Well-being.”
This document summarizes a workshop on motivation given by Rick Miller of Pro356 Consulting. The workshop examined what is known about motivation and whether typical business approaches align with research findings. Miller discussed the history of motivation theories, from Motivation 1.0 focusing on survival instincts to modern Motivation 3.0 emphasizing self-motivation. Key theorists such as Herzberg and Deming were cited for challenging traditional views of using only external rewards and punishments. The workshop addressed open questions about whether incentive plans achieve long-term goals and how motivation is impacted in today's work environments.
This document discusses motivation and communication. It defines motivation as the processes that determine how hard, in what direction, and for how long a person works toward a goal. It presents models of motivation including Maslow's hierarchy of needs and intrinsic versus extrinsic rewards. Communication affects motivation, and intrinsically motivated people prefer more open communication styles while extrinsically motivated people prefer rule-governed styles. Successful leaders are driven by intrinsic needs for achievement and growth.
Ob i motivation concepts & applications- perception & attitudesShivkumar Menon
Organizational Behavior I as part of the XLRI VIL Syllabus
The areas captured are relevant in today's context at the workplace. The concepts and applications delve on people, organization, structure and how behavior of employees and leaders in organizations bring efficiency and effectivity.
In this PPT we cover
1. What is motivation?
2. 3 components of motivation
3. Motivation Process
4. Motivation and need satisfaction
5. Characteristics of motivation
6.Types of motivations
7.Types of motivators
8. Motivation theories
-Maslow's hierarchy of needs
-Herzberg's Two Factor Theory
-McGregors X & Y Theory
- Vrooms Expectancy Theory
- Alderfer's ERG Theory
- McClleland's Learned Needs Theory
9. Motivating and Engaging Employees
Motivation PowerPoint Slides include topics such as: understanding needs vs. wants, factors for motivation, employee rewards, offering praise/recognition, types of motivation, job enrichment, the role of money and motivation, incentive programs, motivation ironies, boosting efficiency, 30 ways to motivate, Maslow's hierarchy, how to's and more. Slides can easily be tailored to your specific needs (make handouts, create overheads and use them with an LCD projector) and are available for license. 100+ PowerPoint presentation content slides. Each slide includes slide transitions, clipart and animation. System & Software Requirements: IBM or MAC and PowerPoint 97 or higher. You may use this product over and over again. Royalty Free - Use Them Over and Over Again. Once purchased, download instructions will be sent to you via email. (PC and MAC Compatible).
The document discusses several theories of motivation:
1. Maslow's hierarchy of needs theory which describes human motivation as arising from five levels of needs.
2. Herzberg's two-factor theory which separates factors that cause satisfaction from those that cause dissatisfaction.
3. Expectancy theory which states that motivation depends on expectations of outcomes from efforts.
It also provides strategies for creating a motivating work climate such as clear expectations, fair treatment, recognition, and challenges that allow growth. Leadership roles in motivation include recognizing individual needs and encouraging development.
The document discusses different theories of motivation including:
- Maslow's hierarchy of needs which arranges human needs in a pyramid from lowest to highest.
- ERG theory which categorizes needs into existence, relatedness, and growth.
- McClelland's need theory which identifies needs for achievement, power, and affiliation.
- McGregor's Theory X and Theory Y assumptions about employee motivation.
- Herzberg's two-factor theory which separates motivators like achievement from hygiene factors like salary.
The document also provides tips for motivating employees such as understanding their needs, offering fair compensation, setting goals, and linking results to rewards.
Emotional intelligence is the foundation of sound decision making which is at the core of consistently high performance. Studies on the impact of emotional intelligence in the workplace emphasize that organizations with higher levels of emotional intelligence reap benefits on productivity and success; therefore forward thinkers continue to mine it for business tools that lead to superior performance. Business leaders who use Emotional Quotient expertise to build an emotionally intelligent culture do gain a competitive edge for their organization in the marketplace.
This document discusses factors that motivate employees, including self-esteem, intrinsic motivation, need for achievement, and job characteristics. It describes theories like Maslow's hierarchy of needs and how satisfying different needs can increase motivation. Goal setting is discussed, with SMART goals outlined as specific, measurable, attainable, relevant and time-bound. The importance of feedback, self-regulation, participation in goal setting, and rewards for achieving goals are covered as ways to improve motivation.
1. The document discusses engaging employees through respect, using a model called RESPECT which focuses on recognizing, empowering, providing supportive feedback, partnering with, setting expectations for, considering, and trusting employees.
2. It describes how programs often fail to motivate employees, while culture and engaging employees psychologically through respect can increase productivity, performance and other benefits.
3. The document proposes assessing an organization's level of respect and engagement, aligning respect with the organization's mission and values, and conducting workshops to teach and reinforce respectful behaviors to help engage employees.
This document provides an overview of several theories of motivation. It begins by defining motivation and its key elements. It then discusses early theories proposed by Maslow, McGregor, and Herzberg. Maslow's hierarchy of needs proposes that lower level needs must be satisfied before higher needs. McGregor's Theory X and Y describe negative and positive views of human nature. Herzberg's two-factor theory distinguishes between motivators and hygiene factors. The document also covers McClelland's need theory and contemporary theories like self-determination theory, which examines intrinsic versus extrinsic motivation. Self-determination theory suggests rewards can enhance or undermine motivation depending on whether they are seen as informational or controlling.
1) The document discusses several theories of motivation including Maslow's hierarchy of needs, Herzberg's two-factor theory, McClelland's manifest needs theory, equity theory, expectancy theory, goal setting theory, and reinforcement theory.
2) It provides examples of how motivation theories from Western cultures may not apply universally due to cultural differences, such as praising an individual publicly in Japan being seen as inappropriate.
3) Reinforcement schedules and the importance of understanding employee expectations are discussed in the context of applying motivation theories globally. Cultural factors are an important consideration for effective motivation across countries.
Employee motivation isn’t very hard to get right, but, unfortunately, many companies are still stuck in the past.
What truly motivates employees is the opportunity to grow and make a real difference in the world.
Intrinsic Vs. Extrinsic Motivators
There is so much debate on this subject that I want to try and explain it as simply as possible. When people make the argument that extrinsic motivators don’t work, the response will often be about money and a proper paycheck.
It’s true that everyone needs to earn a living. They have to pay the bills.
People also have to feel that they are fairly compensated for the amount of work that they do, this is what’s known as equity theory.
If it’s not an equal exchange, then the focus will be exclusively on that. But once the subject of compensation is taken off the table, what motivates employees long term are intrinsic motivators.
It’s pretty well known that more money doesn’t ever lead to anything effective. What usually ends up happening, is we adjust our lifestyles to account for the increase in money, so it makes no real difference. We’re often still in the same position financially at the end of the day.
What makes people happy is the feeling of pride from accomplishing something amazing
In one study, that Dan Pink talks about in his book Drive, looks at what happens with rewards and kids drawing.
Researchers divided the children into three groups.
The first was the “expected award” group. They showed each child a “Good Player” certificate and asked if the child wanted to draw in order to receive the award.
The second group was the “unexpected award” group. Researchers asked these children simply if they wanted to draw. If they decided to, when the session ended, the researchers handed each child one of the “Good Player” certificates.
The third group was the “no award” group. Researchers asked these children if they wanted to draw, but neither promised nor gave them a certificate at the end.
Children in the “unexpected award” and “no award” groups drew just as much, and with the same enthusiasm as they had before the experiment. But children in the first group showed much less interest and spent much less time drawing.
The prizes had turned play into work.
In another study, two Swedish economists found that offering a small payment in exchange for giving blood decreased the number of people willing to donate by half.
The researchers suggest “the payment tainted an altruistic act and ‘crowded out’ the intrinsic desire to do something good.”
Download our free ebook:
https://www.officevibe.com/resources/10-pillars-employee-engagement
Read the full article on Officevibe's blog:
https://www.officevibe.com/blog/secret-employee-motivation-infographic
Designed by éloïtsmi
https://www.behance.net/eloitsmi
The document discusses motivation and different types of motivation. It defines motivation as a reason or driving force that causes someone to act in a particular way. It distinguishes between intrinsic motivation that comes from within versus extrinsic motivation from external rewards. Different types of motivation discussed include incentive, fear, and internal motivation. Stages of employee motivation and demotivation are presented. Effective and ineffective ways to motivate and demotivate employees are also outlined.
Companies can transform the attitudes and behavior of their
employees by applying psychological breakthroughs that explain why people think and act as they do.
Companies can influence their organizational culture by focusing on changing a few key behaviors rather than trying to completely replace the culture. Leaders should work with the existing cultural traits and identify behaviors that are most important to change in order to align with strategic priorities. Specifically, the document recommends focusing on changing behaviors before trying to change mindsets, as behaviors have a stronger influence on culture. It also suggests identifying a few critical behaviors to focus on changing that will have the biggest impact, and leveraging informal leaders within the organization to help drive the new behaviors.
This document discusses introducing change in the workplace through indirect means and persuasion. It outlines two main principles: appeal to employees' self-interest by finding their individual goals and motivating factors, and preach the need for change gradually without reforming too much at once. Probing conversations and personality tests can help identify each employee's motivations so changes can be presented to align with their interests. Leaders should also avoid shocking workers with too many reforms at once, and instead make changes appear connected to company traditions to gain acceptance. Understanding employees is key to successfully navigating changes while maximizing productivity.
Organizations today face unprecedented challenges requiring transformation in strategies, design, and employee capabilities. Changing culture and improving engagement are vital but difficult, as behaviors are driven by emotions and habits ingrained in our neurophysiology. However, new insights from cognitive science can facilitate mindful change. Deloitte's EPIC methodology applies these insights through experiential, playful, iterative, and collaborative learning to accelerate culture change by rewiring brains for success.
Employee engagement that bonds trust in workplaceKhrisma Khrisma
The document discusses employee engagement and how leaders can foster trust and bonds between employees and management. It outlines ten strategies ("C's") that leaders can use to engage employees: connecting with employees on a personal level; providing career growth opportunities; communicating a clear vision; conveying expectations and providing feedback; recognizing contributions; allowing employee input and control; fostering collaboration; maintaining credibility and ethics; and building confidence. Employee engagement is important for employee well-being, performance and company success. Leaders who implement these strategies can bridge gaps, motivate workers and execute company strategies effectively.
The document summarizes an article that analyzes why most change programs do not produce actual organizational change. It outlines some common mistakes made in change efforts, such as focusing on formal structures and systems or assuming that individual attitude changes will lead to organizational change. Successful change instead starts with "task alignment" at the periphery of an organization by creating ad hoc teams to solve specific problems. This approach develops commitment, coordination, and competence through a six-step process and allows change to spread organically through the organization.
The document discusses the need for organizations, particularly healthcare organizations, to balance the practical and inspirational aspects of their vision or purpose. It explains that an effective vision must be both realistic and motivational. It then introduces the "binocular model" which visualizes the relationship between an organization's purpose, processes, and people. The model helps leaders understand how balancing these three elements can create an optimal culture where employees are productive and motivated.
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The Psychology of Change Management by Dr.Mahboob Ali Khan Phd
1. 1
The psychology of change management
“Companies can transform the attitudes and behavior of their employees
by applying psychological breakthroughs that explain why people think
and act as they do”.
By Dr.Mahboob Ali Khan Phd
Over the past 15 or so years, programs to improve corporate
organizational performance have become increasingly common. Yet
they are notoriously difficult to carry out. Success depends on
persuading hundreds or thousands of groups and individuals to change
the way they work, a transformation people will accept only if they can
be persuaded to think differently about their jobs. In effect, CEOs must
alter the mind-sets of their employees—no easy task.
CEOs could make things easier for themselves if, before embarking on
complex performance-improvement programs, they determined the
extent of the change required to achieve the business outcomes they
seek. Broadly speaking, they can choose among three levels of change.
On the most straightforward level, companies act directly to achieve
outcomes, without having to change the way people work; one example
would be divesting noncore assets to focus on the core business. On the
next level of complexity, employees may need to adjust their practices
or to adopt new ones in line with their existing mind-sets in order to
reach, say, a new bottom-line target. An already "lean" company might,
for instance, encourage its staff to look for new ways to reduce waste, or
a company committed to innovation might form relationships with
academics to increase the flow of ideas into the organization and hence
the flow of new products into the market.
But what if the only way a business can reach its higher performance
goals is to change the way its people behave across the board? Suppose
that it can become more competitive only by changing its culture
fundamentally—from being reactive to proactive, hierarchical to
collegial, or introspective to externally focused, for instance. Since the
collective culture of an organization, strictly speaking, is an aggregate of
what is common to all of its group and individual mind-sets, such a
2. 2
transformation entails changing the minds of hundreds or thousands of
people. This is the third and deepest level: cultural change.
In such cases, CEOs will likely turn for help to psychology. Although
breakthroughs have been made in explaining why people think and
behave as they do, these insights have in general been applied to
business only piecemeal and haven’t had a widespread effect. Recently,
however, several companies have found that linking all of the major
discoveries together in programs to improve performance has brought
about startling changes in the behavior of employees—changes rooted in
new mind-sets. Performance-improvement programs that apply all of
these ideas in combination can be just as chaotic and hard to lead as
those that don’t. But they have a stronger chance of effecting long-term
changes in business practice and thus of sustaining better outcomes.
Four conditions for changing mind-sets
Employees will alter their mind-sets only if they see the point of the
change and agree with it—at least enough to give it a try. The
surrounding structures (reward and recognition systems, for example)
must be in tune with the new behavior. Employees must have the skills
to do what it requires. Finally, they must see people they respect
modeling it actively. Each of these conditions is realized independently;
together they add up to a way of changing the behavior of people in
organizations by changing attitudes about what can and should happen at
work.
A purpose to believe in
In 1957 the Stanford social psychologist Leon Festinger published his
theory of cognitive dissonance, the distressing mental state that arises
when people find that their beliefs are inconsistent with their actions—
agnostic priests would be an extreme example. Festinger observed in the
subjects of his experimentation a deep-seated need to eliminate cognitive
dissonance by changing either their actions or their beliefs.
3. 3
The implication of this finding for an organization is that if its people
believe in its overall purpose, they will be happy to change their
individual behavior to serve that purpose—indeed, they will suffer from
cognitive dissonance if they don’t. But to feel comfortable about change
and to carry it out with enthusiasm, people must understand the role of
their actions in the unfolding drama of the company’s fortunes and
believe that it is worthwhile for them to play a part. It isn’t enough to tell
employees that they will have to do things differently. Anyone leading a
major change program must take the time to think through its "story"—
what makes it worth undertaking—and to explain that story to all of the
people involved in making change happen, so that their contributions
make sense to them as individuals.
Reinforcement systems
B. F. Skinner is best known for his experiments with rats during the late
1920s and the 1930s. He found that he could motivate a rat to complete
the boring task of negotiating a maze by providing the right incentive—
corn at the maze’s center—and by punishing the rat with an electric
shock each time it took a wrong turn.
Skinner’s theories of conditioning and positive reinforcement were taken
up by psychologists interested in what motivates people in
organizations. Organizational designers broadly agree that reporting
structures, management and operational processes, and measurement
procedures—setting targets, measuring performance, and granting
financial and nonfinancial rewards—must be consistent with the
behavior that people are asked to embrace. When a company’s goals for
new behavior are not reinforced, employees are less likely to adopt it
consistently; if managers are urged to spend more time coaching junior
staff, for instance, but coaching doesn’t figure in the performance
scorecards of managers, they are not likely to bother.
Some disciples of Skinner suggest that positive-reinforcement "loops"
have a constant effect: once established, you can leave them be. Over
time, however, Skinner’s rats became bored with corn and began to
4. 4
ignore the electric shocks. In our experience, a similar phenomenon
often prevents organizations from sustaining higher performance:
structures and processes that initially reinforce or condition the new
behavior do not guarantee that it will endure. They need to be supported
by changes that complement the other three conditions for changing
mind-sets.
The skills required for change
Many change programs make the error of exhorting employees to
behave differently without teaching them how to adapt general
instructions to their individual situation. The company may urge them to
be "customer-centric," for example, but if it paid little attention to
customers in the past, they will have no idea how to interpret this
principle or won’t know what a successful outcome would look like.
How can adults best be equipped with the skills they need to make
relevant changes in behavior? First, give them time. During the 1980s,
David Kolb, a specialist in adult learning, developed his four-phase
adult-learning cycle. Kolb showed that adults can’t learn merely by
listening to instructions; they must also absorb the new information, use
it experimentally, and integrate it with their existing knowledge. In
practice, this means that you can’t teach everything there is to know
about a subject in one session. Much better to break down the formal
teaching into chunks, with time in between for the learners to reflect,
experiment, and apply the new principles. Large-scale change happens
only in steps.
Second, as the organizational psychologist Chris Argyris showed, people
assimilate information more thoroughly if they go on to describe to
others how they will apply what they have learned to their own
circumstances. The reason, in part, is that human beings use different
areas of the brain for learning and for teaching.
5. 5
Consistent role models
Most clinical work confirms the idea that consistent role models, whom
the famous pediatrician Benjamin Spock regarded as decisive for the
development of children, are as important in changing the behavior of
adults as the three other conditions combined. In any organization,
people model their behavior on "significant others": those they see in
positions of influence. Within a single organization, people in different
functions or levels choose different role models—a founding partner,
perhaps, or a trade union representative, or the highest-earning sales rep.
So to change behavior consistently throughout an organization, it isn’t
enough to ensure that people at the top are in line with the new ways of
working; role models at every level must "walk the talk."
The way role models deal with their tasks can vary, but the underlying
values informing their behavior must be consistent. In a company that
encourages entrepreneurial decision making at low levels, one middle
manager might try to coach junior employees to know how to spot a
promising new venture; another might leave this up to them. Both,
however, would be acting in line with the entrepreneurial principle,
whereas a boss who demanded a lengthy business case to justify each
$50 expenditure would not be. But organizations trying to change their
value systems can’t tolerate as much variance in their role models’
behavior. If entrepreneurial decision making were a new value, both of
these middle managers might have to act in roughly the same way in
order to encourage their subordinates to make bold decisions.
Behavior in organizations is deeply affected not only by role models but
also by the groups with which people identify. Role modeling by
individuals must therefore be confirmed by the groups that surround
them if it is to have a permanent or deep influence. (Most teenagers
could tell you a lot about this.) Say that a well-respected senior leader is
waxing lyrical about making the culture less bureaucratic and even
conforming to the new regime by making fewer requests for
information. If the sales reps in the company canteen spend every
lunchtime complaining that "we’ve heard this a thousand times before
6. 6
and nothing happened," individuals will feel less pressure to change
their behavior. Change must be meaningful to key groups at each level
of the organization.
Putting the approach into practice
The case of a retail bank shows how these four conditions can coalesce
to change mind-sets and behavior and thereby improve performance. But
though we have grouped the actions of the bank under the four
conditions, it didn’t apply them in a neat sequence. As in any change
program, there was much disruption and risk. Nonetheless, basing the
program on four proven principles gave the CEO confidence that it
would eventually succeed.
A few years ago, this CEO took the helm of a large European retail bank
that employed more than 30,000 people. He set several targets: doubling
the economic profit of the bank, reducing its cost-to-income ratio to 49
percent (from 56), and increasing its annual revenue growth from the
current 1 to 2 percent to 5 to 7 percent—all within four years. But retail
banking is almost a commodity business. No financial-engineering
shortcuts or superficial changes in practice could win a competitive edge
for the bank. It could meet these performance goals, the CEO realized,
only by galvanizing its people to deliver far better customer outcomes at
a much lower cost. That meant changing the culture of the bank by
transforming it from a bureaucracy into a federation of entrepreneurs:
managers would be rewarded for taking charge of problems and
deciding, quickly, how to fix them.
People want to develop
The story of change
First, the CEO developed these insights into a story that would make
sense to all of the bank’s employees, top to bottom, and would persuade
them to change their behavior in line with the new principles. His
principal technique was dialogue-based planning, a refinement of
double-loop learning (see sidebar, "People want to develop," for a
different technique). First, he drafted a top-level story of the way he
7. 7
perceived the bank’s position and refined the story with the help of his
executive directors. Each of them in turn developed a chapter of the
story relevant to his or her direct reports; the human-resources director,
for example, explained how she would improve the system for
identifying potential highfliers and redraw their career paths so that they
would spend less time in low-impact jobs. Every director assigned
responsibility for each "deliverable" in the story to one member of his or
her team. Each team member then had to develop a performance
scorecard setting out what he or she would do differently to meet the
new goals.
The directors and the CEO then met again to retell their chapters and to
get feedback from one another. Each director shared the amended
version with his or her subordinates, who in turn retold the relevant part
of the story to their own direct reports, and so on down five levels of the
organization to the branch managers. At each retelling, the emphasis was
on making the story meaningful to the people listening to it and to the
groups to which they belonged.
At every level, information flowed upstream as well as down. Part of the
story told by the director of retail operations, for example, was the
customers’ desire for faster banking processes. One thing slowing them
down, according to the staff of the branches, was the document imagers,
which broke down, on average, every three days. Ordering a new imager
thus became a detail in each branch manager’s story, and the branch
staff could translate the top-level story—"our customers want faster
operations"—into a practical result that also made their lives easier. At
each level of the organization, an employee heard the relevant version of
the proposed changes from his or her immediate boss, the person widely
regarded as the most effective communications channel.2
How could the CEO know that people really bought into his story? The
secret, he felt, was to ensure that it described how life would be better
for all of the bank’s stakeholders, not just investors and analysts.
8. 8
Reinforcing systems
The most dramatic structural change at the bank was eliminating 20
percent of its managerial jobs. The hypothesis, later proved correct, was
that doing so would remove a swath of useless activity, without any
falloff in performance. All of the bank’s managerial jobs were
terminated, and managers were invited to apply for the remaining 80
percent. Applicants knew that they had succeeded if they were invited to
a dialogue-based planning session—another way of signaling the
importance of the process. Unsuccessful candidates left the bank. The
goal was not, primarily, to improve the bank’s cost-to-income ratio; on
the contrary, the cost of laying them off was quite high. Rather, since
fewer managers now had to make the same number of decisions, this
move was intended to force the survivors to make them more quickly.
Simultaneously, the bank’s performance-management process was
sharpened. Under the old system, managers were rated from 1 to 5 each
year and remunerated accordingly. On average, 84 percent of them got a
rating of 3 or more, though the performance of the bank was hardly as
good as those results would imply. It injected reality into the process by
introducing rankings within cohorts. To reveal the true relative
performance of the bank’s employees, a manager assessing ten people,
say, could rank no more than three as top performers and had to put at
least one person in the lowest level. The ten directors evaluated the top
50 managers in meetings chaired by the CEO. The bonus for gaining the
first rank was increased to 20 percent, from 10. Managers in the lowest
rank, who would formerly have received a bonus of 5 percent, got none
at all. Those who consistently ranked in the lowest level were asked to
leave.
Skills for change
There was more drama to come. After four months of developing the
new strategy with the ten directors, the CEO realized that only five of
them were committed to change and equipped to see it through. To
ensure that his bank had the right skills to change its practices and
9. 9
culture, he replaced the other five with new directors, three of them
outsiders.
Meanwhile, the top 50 managers spent two days at a skill-development
center where their leadership abilities—in coaching and decision
making, for example—were assessed, and each drew up a personal plan
to develop those talents. The company began to assess the performance
of its people not just on whether they "made the numbers" but also on
the leadership dimension. One manager who had consistently won high
bonuses was known to be hell to work for, a fact acknowledged by the
new measurement scheme: he was paid the lowest sum appropriate to his
post. This news, which traveled fast on the grapevine, underlined the
message that leadership really counted.
Consistent role models
Dialogue-based planning ensured that leaders at each level of the
organization were "singing from the same song sheet." Their planning
sessions were high-profile events where they themselves started
modeling the new type of behavior that the bank wanted its staff to
adopt. The CEO’s enthusiasm also inspired employees to behave
differently. He convinced them that although change would take a long
time and would be very hard to achieve, his passion for improving the
life of everyone involved with the bank was heartfelt.
Both messages came through strongly in the way he reshaped his
executive team. The five departing directors left just as the most
disruptive changes were starting, and the work of the remaining five
became even more intense during the six months it took to find
replacements. It would have caused far less chaos to search for them
while leaving the old team in place—and in the dark—but the CEO’s
conscience told him not to do so. Besides showing other managers that
there was nothing soft about the change program, his approach
demonstrated his integrity and his respect for the needs of all of the
bank’s people, even those he didn’t want to keep in the long term. In
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such a large-scale change in behavior, the leader’s character and
integrity matter enormously.
The outcome
The bank, which is now two years into its four-year improvement
timetable, is about halfway toward meeting its targets for reducing its
cost-to-income ratio and increasing its revenue and economic profit.
This achievement is a sure sign that behavior is heading in the intended
direction throughout the bank. Does it prove that mind-sets too are
changing? No numerical evidence is available, but from close
observation we can see that the culture really has evolved. The bank
isn’t a comfortable place to work, but the focus on performance is far
stronger, functional silos are being broken down, and people treat every
task with far more urgency. A small but indicative example: average
queuing times in branches have dropped by over 30 percent, largely
because branch managers can count on their employees to work a more
flexible shift system by making the most of part-time work and
temporary cover. The imagers are working as well.
It is neither easy nor straightforward to improve a company’s
performance through a comprehensive program to change the behavior
of employees by changing their mind-sets. No company should try to do
so without first exhausting less disruptive alternatives for attaining the
business outcome it desires. Sometimes tactical moves will be enough;
sometimes new practices can be introduced without completely
rethinking the corporate culture. But if the only way for a company to
reach a higher plane of performance is to alter the way its people think
and act, it will need to create the four conditions for achieving sustained
change.