motivating others june 2012
DESCRIPTION
Half day open training event delivered in Kitchener, Ontario.TRANSCRIPT
Motivating others
by Toronto Training and HR
June 2012
Contents3-4 Introduction to Toronto Training and HR5-6 Definition7-8 Drill9-11 Theories of motivation12-13 Motivating the team14-15 The motivation calculus16-18 Motivational methods that really work19-23 Leadership models for motivation24-26 Motivation by job design27-28 Drivers that underlie motivation29-30 Influences on workplace motivation31-32 Motivation and work behaviour33-34 Organizational levers of motivation35-36 Common demotivators37-38 Pay39-40 Employee involvement41-42 Levels of morale43-44 Job characteristics45-46 Job features that make people work hard47-48 Strategies to achieve job satisfaction49-50 Tips to help ensure job satisfaction51-52 Conclusion and questions
Page 3
Introduction
Page 4
Introduction to Toronto Training and HR
• Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden
• 10 years in banking• 10 years in training and human resources• Freelance practitioner since 2006• The core services provided by Toronto Training and HR
are:- Training event design- Training event delivery- Reducing costs- Saving time- Improving employee engagement &
morale- Services for job seekers
Page 5
Definition
Page 6
DefinitionMotivationMorale
Page 7
Drill
Page 8
Drill
Page 9
Theories of motivation
Page 10
Theories of motivation 1 of 2
Maslow’s hierarchy of needsMcGregor’s Theory X and Theory YHerzberg’s motivation-hygiene theoryMcClelland’s theory of needsVroom’s expectancy theory
Page 11
Theories of motivation 2 of 2
InstinctDrive-reductionIncentiveOptimal arousalCognitive evaluationGoal-settingManagement by objectivesSelf-efficacy or social learningReinforcement
Page 12
Motivating the team
Page 13
Motivating the teamLet people chooseMake it a pleasant place to workAllow employees to work flexiblyConsider an internal awards schemeShow an interestAvoid cash incentivesCreate clear goals……and track progressLead from the frontSay thank you
Page 14
The motivation calculus
Page 15
The motivation calculus
NeedsResultsRewards‘E-factors’
Page 16
Motivational methods that really work
Page 17
Motivational methods that really work 1 of 2
Atmosphere is keyWorking conditionsInvolve your employeesReward the teamReward individual achievementsBonus schemesLimit working hoursFoster a no-blame culture
Page 18
Motivational methods that really work 2 of 2
Keep an open mindBenevolent dictatorships rule
Page 19
Leadership models for motivation
Page 20
Leadership models for motivation 1 of 4
Low initiating structure and high consideration
High initiating structure and high consideration
Low initiating structure and low consideration
High initiating structure and low consideration
Page 21
Leadership models for motivation 2 of 4
Job-centred leadership style; production-orientedEmployee-centred leadership style; employee-oriented
Page 22
Leadership models for motivation 3 of 4
CONCERN FOR PEOPLE, CONCERN FOR OUTPUTImpoverishedAuthority complianceCountry clubMiddle of the roadTeam
Page 23
Leadership models for motivation 4 of 4
TRANSACTIONAL LEADERSHIPWork with their team members to develop clear, specific goals and ensure that workers get the reward promised for meeting the goalsThey exchange rewards and promises of rewards for worker effortTransactional leaders are responsive to the immediate self-interests of workers if their needs can be met while getting the work done
Page 24
Motivation by job design
Page 25
Motivation by job design 1 of 2
Page 26
Motivation by job design 2 of 2
REDESIGNING JOBSJob rotationJob enlargementJob enrichment
Page 27
Drivers that underlie motivation
Page 28
Drivers that underlie motivation
Driver to acquireDriver to bondDriver to comprehendDriver to defend
Page 29
Influences on workplace motivation
Page 30
Influences on workplace motivation
Individual characteristicsJob characteristicsOrganizational actions
Page 31
Motivation and work behaviour
Page 32
Motivation and work behaviour
RewardsAttitudes to workAlienation
Page 33
Organizational levers of motivation
Page 34
Organizational levers of motivation
Reward systemsCultureJob designPerformance management and resource allocation process
Page 35
Common demotivators
Page 36
Common demotivators
Lack of clarity and communicationLack of meaning and purposeLack of progress
Page 37
Pay
Page 38
Pay
Decisions to makeInternal equity and external equityChoosing the organizational positionSkill-based programs
Page 39
Employee involvement
Page 40
Employee involvement
DefinitionBenefitsParticipative managementRepresentative participationQuality circle
Page 41
Levels of morale
Page 42
Levels of morale
Why is morale important?What do shakers and movers do?Amount of controlMeasuresGoing down……and going upSustainabilityLeading by example
Page 43
Job characteristics
Page 44
Job characteristics
Core dimensionsCritical psychological states
Page 45
Job features that make people work hard
Page 46
Job features that make people work hard
Psychological safetyMeaningfulness
Page 47
Strategies to achieve job satisfaction
Page 48
Strategies to achieve job satisfaction
PayLearning & developmentParticipation in decision makingDelegation of responsibility with commensurate authorityThe work itselfOpportunities for advancementSupervisionCo-workers
Page 49
Tips to help ensure job satisfaction
Page 50
Tips to help ensure job satisfaction
Encourage high levels of communicationBe accessible to employeesEncourage management to acknowledge achievements and set targetsBe flexible and offer alternativesSpot the signs of mental health issues and implement an effective mental health policyInvest in employee developmentSocialize
Page 51
Conclusion and questions
Page 52
Conclusion and questions
SummaryVideosQuestions