motivation data

8/10/2019 Motivation Data

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Motivation in management describes ways in which managers promote productivity in their

employees. Learn about this topic, several theories of management, and ways in which this

applies to the workplace.

Motivationis about the ways a business can encourage staff to give their best.

Motivated staff care about the success of the business and work better. A motivated

workforceresults in:

Increased outputcaused by extra effort from workers.

Improved qualityas staff take a greater pride in their work.

A higher level of staff retention. Workers are keen to stay with the firm and also

reluctant to take unnecessary days off work.

The Definition of Motivation

Motivation is the process by which a persons efforts are energized, directed, and sustained

toward attaining a goal.

Motivation refers to the forces either inside or external to a person that stimulate interest to

pursue a certain course of action.

Motivationdescribes the level of desire employees feel to perform. Employees who are

adequately motivated to perform will be more productive, more engaged and feel more invested

in their work. When employees feel these things, it helps them, and thereby their managers, be

more successful.

Importance of Motivation

Motivation is important in business because it impacts mental and physical human reactions. Highly-

motivated individuals and staff have a willingness to get the job done efficiently and effectively,

resulting in higher productivity, increased revenue, cost savings and satisfied employees and

business owners. Employees and staff with low motivation tend to work slower, without regard for

productivity or efficiency, and end up costing the business money. Low motivation can be caused by a

lack of direction or purpose, and can sometimes be reversed by the introduction of goals.

It is a manager's job to motivate employees to do their jobs well. So how do managers do this?

The answer is motivation in management, the process through which managers encourage

employees to be productive and effective.

Think of what you might experience in a retail setting when a motivated cashier is processing

your transaction. This type of cashier will:

Be friendly, creating a pleasant transaction that makes you more likely to returnProcess your transaction quickly, meaning that the store can service more customers

Suggest an additional item you would like to purchase, increasing sales for the store

In short, this employee is productive and delivers a high-quality output.


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Definition:

Motivation is defined as the process that initiates, guides, and maintains goal-

oriented behaviors. Motivation is what causes us to act, whether it is getting a glass

of water to reduce thirst or reading a book to gain knowledge.

It involves the biological, emotional, social, and cognitive forces that activate

behavior. In everyday usage, the term motivationis frequently used to

describe whya person does something. For example, you might say that a student is

so motivated to get into aclinical psychologyprogram that she spends every night

studying.

"The term motivation refers to factors that activate, direct, and sustain goal-directed

behavior... Motives are the "whys" of behavior - the needs or wants that drive

behavior and explain what we do. We don't actually observe a motive; rather, we

infer that one exists based on the behavior we observe."

(Nevid, 2013)

Psychologists have proposed a number of differenttheories of motivation,

includingdrive theory,instinct theory, and humanistic theory.

Components of Motivation

Anyone who has ever had a goal (like wanting to lose ten pounds or wanting to run a

marathon) probably immediately realizes that simply having the desire to accomplish

something is not enough. Achieving such a goal requires the ability to persist through

obstacles and endurance to keep going in spite of difficulties.

There are three major components to motivation: activation, persistence, and

intensity. Act ivat ion involves the decision to initiate a behavior, such as enrolling in

a psychology class.

Persistenceis the continued effort toward a goal even though obstacles may exist,

such as taking more psychology courses in order to earn a degree although it

requires a significant investment of time, energy, and resources.

Finally, in tensity can be seen in the concentration and vigor that goes into pursuing

a goal. For example, one student might coast by without much effort, while another

student will study regularly, participate in discussions and take advantage of

research opportunities outside of class.

Theories of Motivation

So what are the things that actually motivate us to act? Psychologists have proposed

a number of different theories to explain motivation:
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Instincts: The instinct theory of motivation suggests that behaviors are

motivated by instincts, which are fixed and inborn patterns of behavior.

Psychologists including William James, Sigmund Freud, and, William

McDougal have proposed a number of basic human drives that motivate

behavior.

Drives and Needs: Many of our behaviors, such as eating, drinking, and

sleeping, are motivated by biology. We have a biological need for food,

water, and sleep, therefore we eat, drink, and sleep. Drive theory suggests

that people have basic biological drives and that our behaviors are

motivated by the need to fulfill these drives.

Arousal Levels:The arousal theory of motivation suggests that people are

motivated to engage in behaviors that help them maintain their optimal level

of arousal. A person with low arousal needs might pursue relaxing activities,

while those with high arousal needs might be motivated to engage in

exciting, thrill-seeking behaviors.

Extrinsic Vs. Intrinsic Motivation

Different types of motivation are frequently described as being either extrinsic or

intrinsic.Extrinsic motivationsare those that arise from outside of the individual

and often involve rewardssuch as trophies, money, social recognition or

praise.Intrinsic motivationsare those that arise from within the individual, such as

doing a complicated cross-word puzzle purely for the personal gratification of solving

a problem.

How to Motivate Employees

There are many ways to motivate employees. Managers who want to encourage productivity

should work to ensure that employees:

Feel that the work they do has meaning or importance

Believe that good work is rewarded

Believe that they are treated fairly

All of these tasks fall under one or more motivational theories.

Content theories stress the analysis of underlying human needs and how needs can be

satisfied in the workplace.
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Process theoriesconcern the thought processes that influence behavior. They focus on how

people seek rewards in work circumstances.

Reinforcement theoriesfocus on employee learning of desired work behaviours.


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Applying Techniques

If you want to become an effective leader, use the following techniques to create an environmentin which people want to work:

Use appropriate methods of reinforcement.Rewards should be tied directly to performance. Ifyou have determined that delivering quality service is important, then the employeesperformance in delivering that service should be rewarded.

For example,the employee who "goes the extra mile" by personally delivering an item to acustomer who is ill and cannot get to your place of business should be acknowledged andrewarded accordingly.

Keep in mind, however, that reinforcement is personal. What reinforces one persons behaviormay not reinforce anothers. It is also important to dispense reinforcement as soon as possibleafter the desired performance.

Think of a recent incident when one of your employees went above and beyond the call of duty.Did you reward the employee? If not, what could you have done to reinforce the behavior youwant repeated?

Provide people with flexibility and choice.Whenever possible, give employees a chance tomake decisions particularly when the decisions affect them in some way. Choice and thepersonal commitment that results are essential to motivation. People who are not given theopportunity to choose for themselves tend to become passive and lethargic.


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For example,if you are thinking of remodeling or redesigning the employee work area, give theemployees the guidelines or parameters, then allow them to design the area themselves.

With what decisions can you involve your employees or allow them to make themselves?

Provide support when it is needed.One key characteristic of the achievement-oriented personis the willingness to use help when it is needed. Employees should be encouraged to ask forsupport and assistance; otherwise, they will become frustrated. Asking for help should never beconsidered a sign of weakness; it should be considered a sign of strength. When an employeecomes to you for help, be careful not to turn him or her off with comments such as "You still dontknow how to do that? I thought I explained it to you." Instead, ask, "Tell me where you are havingproblems. What can I clear up for you?"

Encourage employees to set their own goals and objectives.Let them participate actively in

the goal-setting process. People tend to know their own capabilities and limitations. Also,personal goal-setting results in a commitment to goal accomplishment. In setting sales goals, forexample, ask your sales person to come up with a realistic monthly goal and a plan to reach thatnumber.

Then the two of you should sit down and evaluate the goal by applying the following criteria:

Is the goal specific? Write the goal so that anyone would be able to identify exactly what you aregoing to accomplish. Is it measurable? Identify the deliverable.

Is it agreed upon? All those involved must agree. In most cases, this means the manager and theemployee who make it happen.

Is it realistic? Make sure that you have the appropriate resources (time, skills, equipment,environment, money) to successfully meet the goal.

Is it timebound? Set deadlines, interim reviews and target completion dates.

Think of an employee you would like to involve in the goal-setting process. Then outline how youare going to approach him or her. What will you say to communicate the reasons you are askingthe employee to set his or her own goals? Are there any guidelines or parameters he or sheshould consider?

Demonstrate to employees how their tasks relate to personal and organizationalgoals. Routine work can result in passivity and boredom unless employees are aware of how theroutine tasks contribute to their own development and the success of the organization. Point outhow their task fits into the big picture. A few extra minutes can increase productivitytremendously.

Think about a task one of your employees does routinely. Outline a plan to explain how this taskties into organizational goals.

Design tasks and environments to be consistent with the employees needs.What maysatisfy one person may not satisfy another. The observant manager is aware of the more basicneeds of the employee such as affiliation, approval and achievement.

Refer back to the list of motivators. Choose two employees and try to determine what motivateseach of them. Then identify what you can do to meet each persons individual need.

Clarify your expectations and make sure that employees understand them.Regardless ofthe size of your organization, you should have a job description for every position, clearly

outlining qualifications and responsibilities. Also identify the expected standards of performance.


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For example,if you expect the telephone to be answered within three rings, say so. Employeesare not mind readers. You cannot assume that just because they have experience in doing thejob, they know what you specifically expect of them in that position.

Select a position in your organization and write a job description for it. If you already have writtenjob descriptions, choose one and review it to make sure it is clear and includes specific

standards of performance.

Have a flexible management style.Many managers pride themselves on treating everyone thesame. This misconception can be dangerous. Employees are individuals with individual needs.You need to treat everyone fairly but not necessarily the same. A flexible management style alsomeans that you vary your approach not only to the individual but also to the situation. Anemployee who is new to the job will need more direction than a five-year veteran. However, if theveteran employee is given a new task or responsibility, that person may need more direction inthat particular situation.

How would you characterize your management style? Do you use the same approach in everysituation? Think about situations or people that would require you to modify your style.

Provide immediate and relevant feedback that will help employees improve theirperformance in the future.Feedback is most effective when it follows performance. Feedbackshould be relevant to the task and should indicate to employees how they might improve theirperformance at the task. Never give negative feedback without providing informational feedback.Keep in mind that feedback should be both positive and negative. Employees often complain thatthe only time they receive feedback is when they do something wrong. Practice catching peopledoing something right and tell them about it. The feedback also must be specific. Just tellingsomeone that theyre doing a good job and "keep up the good work" is of no help. It is muchmore effective and meaningful to say something like, "John, I liked the way you handled thatdifficult customer. You showed a great deal of restraint and professionalism by not raising yourvoice or losing control."

Identify a recent event in which the employee did something outstanding. What, if anything, didyou say about the employees performance? Would you say it differently now?

Recognize and help eliminate barriers to individual achievement.Many people that arelabeled "failures" or "incompetents" are simply being hindered by relatively minor obstacles thatmanagers have not recognized. The tragedy is that after a while, the employee may begin toaccept the failure label as a fact. Does the employee have the knowledge and skills to do thejob? If not, its your job to provide him or her with the necessary training. Does the person havethe appropriate tools or technology? If not, get it. Make sure people have the training,information, tools and equipment to do the job.

Identify an employee who does not seem to be as motivated as you would like. Ask yourself if

there is a barrier that perhaps you have not previously considered. Then plan how you mightcheck out your theory.

Exhibit confidence in employees.There is a great deal of research to support the contentionthat people who are expected to achieve will do so more frequently than others. Saying to theemployee, "I know this new procedure may be uncomfortable and may be even difficult for you atfirst, but I know you will be able to make the adjustment" is more effective than "Give it a try. Ifyou cant get the hang of it, well have to see what we can do." The latter statement hasconveyed the subtle message that you expect the person to fail.

The concept of the self-fulfilling prophecy or Pygmalion effect is very powerful. Managers whoare positive Pygmalions create high performance expectations. They encourage employees to

ask more questions. They allow more time to do a job correctly, and they give employees thebenefit of the doubt.


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Identify ways in which you demonstrate confidence in your employees.

Establish a climate of trust and open communication.Productivity is highest in organizationsthat encourage openness and trust. Trust and openness are created by the way wecommunicate. Do you use phrases that build people and get things started or ones that destroyideas and chloroform creative thinking? Review the following lists. Which do you use more

frequently?

Killer phrases "A great idea, but" "It wont work." "We dont have the time." "Its not in the budget." "Weve tried that before." "All right in theory, but can you put it in practice?" "You havent considered" "We have too many projects now." "What youre really saying is" "Lets put it on the back burner." "Lets discuss it at some other time." Igniter phrases "That would be interesting to try." "Im glad you brought that up." "Good work!" "Youre on the right track." "Thats the first time Ive had anyone think of that." "I have faith in you." "I appreciatewhat youve done." "See, you can do it!" "Go ahead, try it." "I never thought of that." "Im very pleased with what youve done." "We can always depend on you." "We can do a lot with that idea."

Can you think of others to add to either list? If you find yourself using any of the "killer phrases,"reword the phrase to be more encouraging and positive. Be careful not to give mixed messages.People receive mixed messages when the verbal and nonverbal actions are not communicatingthe same message. The manager who says, "Im listening" and continues to look through paperson his desk is communicating that he really isnt interested in what the employee has to say.

Listen to and deal effectively with employee complaints.It is important to handle problemsand complaints before they get blown out of proportion. In addition, people feel more significant

when their complaints are taken seriously. Conversely, nothing hurts as much as when othersview a personally significant problem as unimportant. By telling someone, "Its no big deal" or"You shouldnt feel that way" devalues the individual. You may not think its important, but it is tothe employee. Acknowledge the complaint and its validity then solicit the employees input inresolving it.

Think about a recent employee complaint that you regarded as trivial. How did you respond tothe employee? Is there anything you should have done or said differently?

Point out improvement in performance, no matter how small.This is particularly importantwhen employees are beginning work on new tasks. In getting employees to improveperformance, frequent encouragement can be useful; however, it should be reduced as the

employee becomes more confident and proficient.


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In the majority of cases, money is merely one part of an employees motivation. Most

people want to have clear career objectives in place to feel that theres progression

for them within their organisation. Career visioning can be a useful process in setting

clear, long-term goals for an employee so that they can proactively work towards

projected outcomes.

2. Job insecurity

Following on from the above point, a lack of career vision can give rise to feelings of

insecurity. All employees want to feel a sense of security and longevity in their roles

and an employer must help facilitate this with regular coaching and objective setting.

3. Feeling under-valued

If an employee feels that their efforts are not being recognised or appreciated, theyll

soon begin to lack energy and commitment in their role. Its important to celebrate

successes and give credit where credits due. Try to make sure that achievements

are rewardedeven if its just with a pat on the back.

4. No development opportunities

Regular training and development opportunities can help boost employee motivation

and engagement. Most employees will value ongoing learning potential and the

sense that theyre expanding and improving their skills and knowledge. If a

workplace feels stagnant, non-progressive and uninspiredyour employees

motivation levels will soon dwindle. Get regular feedback from your team to see

where increased training or development opportunities would be best placed andappreciated.

5. Poor leadership

Effective leadership is an essential factor in the motivation of your staff. If strong

leadership is lacking or is negatively affecting the outlook of the teamcertain

employees may start to feel demoralised. Leaders must have a flexible, inclusiveapproach to managing a team and be able to communicate clearly whilst instilling


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confidence and focus. If a particular team or individual is lacking motivation in your

business, it may be due to a lack of good management.

6. Conflict

Conflict in the workplace is hugely detrimental. Healthy debate is often productive,

but its important to keep an eye out for any workplace intimidation or bullying. Some

employees may feel worried to come forward about issues relating to a fellow

colleague - which is where an anonymous employee survey may help to reveal any

problem areas.

7. Unrealistic workload

Its important to keep a check on the expectations and demands that are being

placed upon your employees. If someone feels overburdened by a large, impossible

workloadthey can soon become disillusioned, stressed and lose motivation.

Equally, if an employee has a workload thats too light or not varied enough, they

might quickly lose interest.

1. Fuzzy expectations.One of a managers most important jobs is to get employees

aligned aroundclear goals and expectations.When that doesnt happen, employees dont

have a clear understanding of what success in their jobs would look likeand its hard

to excel when youre not even sure what you should be excelling in.

2. Ruling by fear.Managers who rule through rigid control, negativity, and a climate of

anxiety and fear generally operate like that because they dont trust that they can get

things done any other way. But it ends up backfiring because fearful employees wont

take risks or bring up new ideas for fear of being attacked and wont be honest about

problems. Moreover, very few great people with options want to work for afear-based

manager,so over time these managers have trouble attracting strong workers.

3. Not recognizing good work.Imagine spending weeks working on a project or working

through the weekend to make a client happy and then see no signs that your boss

noticed or cared. When that happens, employees often conclude that sincegreat work

isntrecognized,theres no point in putting in extra effort or doing more than the bare

minimuminstant demotivation.
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4. Making unreasonable demands.Holding employees to a high standard is a good thing.

But some managers cross the line from holding people to a high standard to pushing

them to the brink. Managers who insist that people work over the weekend to complete a

project that isnt time-sensitive, enforcetruly unreasonable deadlines,or demand that an

employee do the truly impossible are signaling to their staff that a reasonable persons

idea of excellence will never be enough for this manager and as a result, cause a

drop in morale and productivity.

5. Constantly moving goalposts. Some managers cant stick to a decision about the most

important ways for employees to spend their time. One week, youre supposed to drop

everything to work on Project A for the next month. Three days later, your boss has an

idea for Project B and so Project A is forgotten. The next week, she wants all your

energy focused on Project C. As a result, employees stop taking any of the work

seriously, knowing from experience that theres no point in giving it their all when

thepriorities will changesoon anyway.

6. Neglecting to deal with problems.Some managers avoid conflict and tough

conversations at all costs. This often takes the form of shying away from addressing

performance problems, reluctance to make necessary course corrections to a project for

fear of offending someone, or not intervening when another department is creating

roadblocks. Ironically, while these managers are usually just trying to be liked, over time

the opposite happens: As problems go unresolved and difficult decisions go unmade,

staff members grow frustrated andlose motivation to workat a high level (and the best

among them usually leave).- See more at: http://quickbase.intuit.com/blog/2013/11/12/the-top-6-ways-managers-

demotivate-employees/#sthash.R0K3kyfe.dpuf

How to motivate employees

Additional responsibility.Learn to recognise when a member of your team wants and is ready foradditional responsibility. Smart people often crave opportunities for development, figuring that theadditional skills they pick up make them more marketable.

Job title.It costs nothing to improve someone's title but may mean a great deal to him or her personallyand the way that they are perceived in the workplace.

[Demonstrate integrity every day.Nothing destroys team morale and cohesiveness more quickly thana boss who no one trusts, particularly one who plays team members off against each other. You mustbe prepared to demonstrate integrity and stand up for your staff at times.

Be flexible and gracious.Sometimes staff members may have to take time off unexpectedly. Try to begracious and accommodating about such requests. In return, staff will often work exceedingly hard tomake up for lost effort. Indeed, when happy we're all more productive.

Clear goals to a rewarding career.People need clear goals for the short and medium term at work. Doyour best to provide those objectives and steer them towards meeting them
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