Motivācijas Sistēmas un Motivēšana Projektos

Vladimirs Ivanovs, IPMA-B asesors

Kas ir mūsu risināmā problēma?

Huge Thanks to the “old school” • Victor Vroom (1964). Expectancy theory

• Porter L. W. & Lawler E. E. (1968). Managerial attitudes and performance

• Michael Armstrong (1977). Human Resource Management Practice

• Mitchell T. R. (1982). Motivation: New directions for theory, research, and practice

• Herzberg (1987) Nature of rewards and compensation, Motivation-Hygiene theory

• John P. Campbell (1990). Job performance

• Compensation philosophies and approaches (entitlement vs performance, traditional vs total rewards)

• John Kotter http://www.kotterinternational.com/

• ...

And many theories in the field • Motivation Theory is a theory that attempts to explain how and why

individuals are able to achieve their goals.

• Expectancy Violations Theory (EVT) is a theory that predicts communication outcomes of non-verbal communication.

• Expectancy Theory of Motivation (Porter & Lawler, 1968; Vroom, 1964) is one of the process theories. This theory is a model of behavioral choice. It attempt to explain how individuals make decisions to achieve the end they value.

• Self-Actualization Theory (Maslow, 1954)

• Maslow’s hierarchy of needs (Maslow, 1954)

• Two-factor theory (Herzberg, 1974, 2003)

• Theory X and theory Y (Douglas McGregor, 1985)

• ...

New topics • Globalization, global firms & emerging management

challenges

• Changing HR paradigms and global value chains

• The changing role of global HR and the CHRO

• Developing international HR strategy, metrics & analytics and ROI

• Managing major organizational change across international boundaries

• Leveraging talent within the global organization

• International reward trends & current challenges

• People risk &HR governance in an international context

• Managing internationally mobile, remote and virtual teams

Warm welcome to the “new school”

• Dan Pink. Drive http://youtu.be/u6XAPnuFjJc

• Jurgen Apello http://www.jurgenappelo.com/

• Niels Pflaeging http://www.betacodex.org/papers

I am also influenced and give credits to:

• Jan Schilt http://www.gamingworks.nl/

• Alex Krivitsky http://www.slideshare.net/krivitsky

1. Motivācijas maiņas process

• Kā izskatījās process?

• Nepārtraukts, vienreizējais, daļējais, pilns?

• Kādas iterācijas?

Motivācijas maiņa Success Factors 1. There MUST be a SHARED

understanding of the sense of urgency. 2. Give employees a fair chance and

enough time to get used to the new way of working. Do not introduce too many changes at the same time.

3. Use KOTTER. It’s so simple to understand (not easy to use). It gives guidance and structure. Especially the first 3 steps: (1) Sense of Urgency (2) Guiding Coalition (3) Create Strategy.

4. Listening. We are very poor listeners. We must concentrate on what people are telling, why and how. There lies a lot of solutions in the words of people. Pay attention to the way they say the words.

Fail Factors 1. If the sense of urgency of

Management and Operations are not aligned, there will be a miss match and the change may fail.

2. Being unclear in communication. Talking in terms of they, management, ‘some people’ makes the communication unclear and nobody feels responsible.

3. Ad-hoc approach or too many actions from the work floor not linked to common strategy.

4. Not paying attention to the interests of all stakeholders. We need to have everybody on board. Need to adress the Kotter aspect of ‘what’s in it for me?’

2. Gada bonuss

Motivation in GE way

Produktivitāte

Expectancy theory (V.Vroom)

3. Izmaiņu saskaņošana • Vai izmaiņas

skaņoja ar darbiniekiem?

• Kā?

4. Budžetēšana • Kā notiek

līdzekļu budžetēšana?

5. Rezultāti

• Kā vērtē rezultātus, atdevi?

• Kādi ir mērījumi?

6. Biznesa keiss

• Kā salīdzina iztērēto pret iegūto?

• Kā pamato ieinteresētajām pusēm motivācijas sistēmas nepieciešamību?

Statistika un vērtējumi

7. Barjeras • Kas pretojās

pārmaiņām un kas bija par?

• Kā var traucēt vai palīdzēt un kā cīnīties?

8. Procesi un motivācija • Kā mainās

motivācija, kad ievieš jaunus procesus?

• Ko var dot ITIL?

9. Komunikācija • Kā stāstīt par

motivāciju?

• Kādus piemērus izmantot?

• Ko piesaistīt palīgā?

Kopīgā lasīšana

Darbība un pretdarbība

10. Nemateriālā motivācija

• Kādas ir nemateriālās motivācijas prakses?

11. Mērījumi • Uz kādiem parametriem motivācija bija balstīta?

• Kā tos mērīja?

• Kādiem instrumentiem?

Motivējošie faktori

12. Materiālā motivācija

• Kāda ir materiālā motivācija?

• Kā aprēķina?

• Cik bieži izmaksā?

13. DevOps • Kā ir ar darbiniekiem, kas

atbild vienlaicīgi par izstrādi/projektiem un uzturēšanu/operations?

• Kā saskaņot šos divus dažādas “dabas” mērījumus un nodrošināt motivāciju?

• DevOps is about CAMS: – Culture – Automation – Measurement – Sharing

• A successful DevOps

implementation will measure everything it can as often as it can… performance metrics, process metrics, and even people metrics.

Motivating Software Developers

1) Allow me to focus

2) Allow me to feel that I am making progress

3) Allow me to make something I can take pride in

4) Allow me to do it for me, not for the money

5) Allow me to work on interesting problems

6) Allow me to be part of a team

7) Allow my ideas to be taken seriously

10 ways to motivate geeks 1) Geeks are curious. Let them feed their

desire to learn things 2) Geeks like to be self-sustaining. Let

them figure things out on their own. 3) Geeks are creative even if they don't

know it. Give them a chance. 4) Geeks need tools, good ones. Give

them more than they need. 5) Private, yet collaborative. Geeks need

to be left alone, but not too alone. 6) Free stuff. T-shirts, food, desktop

widgets, whatever. 7) Control 8) Geeks need recognition 9) Freedom 10) Compensation - Saved this for last,

but geeks gotta live too

Par pozitīvu motivāciju!

Dāvanā 10% atlaide semināram

• June 6th, Riga — Change Clinic: Organize for Complexity by Niels Pflaeging

Jautājumi?

linkedin.com/in/vivanov

vladimir@ivanov.lv

+371 29160633

v.ivanovs

@vivanovs (Vladimir_ITSM)