Modern Motivation and Employee Engagement Theories
-
Upload
svetlana-lyons -
Category
Education
-
view
581 -
download
4
Transcript of Modern Motivation and Employee Engagement Theories
![Page 1: Modern Motivation and Employee Engagement Theories](https://reader036.fdocuments.net/reader036/viewer/2022070513/588606401a28ab0a3f8b6743/html5/thumbnails/1.jpg)
MODERN MOTIVATION THEORIESFor the managers and project managers
![Page 2: Modern Motivation and Employee Engagement Theories](https://reader036.fdocuments.net/reader036/viewer/2022070513/588606401a28ab0a3f8b6743/html5/thumbnails/2.jpg)
http://www.motivationhacker.com/
![Page 3: Modern Motivation and Employee Engagement Theories](https://reader036.fdocuments.net/reader036/viewer/2022070513/588606401a28ab0a3f8b6743/html5/thumbnails/3.jpg)
Motivation and Engagement• Motivation - the general desire or willingness of someone to do something. (Oxford Dictionaries)
• Engagement - employees as those who are involved in and enthusiastic about their work and workplace. (Gallup)
• Try engagement – not carrots and sticks motivation
![Page 4: Modern Motivation and Employee Engagement Theories](https://reader036.fdocuments.net/reader036/viewer/2022070513/588606401a28ab0a3f8b6743/html5/thumbnails/4.jpg)
20th century motivation approach
![Page 5: Modern Motivation and Employee Engagement Theories](https://reader036.fdocuments.net/reader036/viewer/2022070513/588606401a28ab0a3f8b6743/html5/thumbnails/5.jpg)
Majority of Employees Not Engaged• Gallup has been tracking employee engagement in
the U.S. since 2000. They found out that less than one-third of U.S. employees have been engaged in their jobs and workplaces during these 15 years.
• According to Gallup Daily tracking, 32% of employees in the U.S. are engaged -- meaning they are involved in, enthusiastic about and committed to their work and workplace. Worldwide, only 13% of employees working for an organization are engaged. http://www.gallup.com/businessjournal/188033/worldwide-employee-engagement-crisis.aspx
![Page 6: Modern Motivation and Employee Engagement Theories](https://reader036.fdocuments.net/reader036/viewer/2022070513/588606401a28ab0a3f8b6743/html5/thumbnails/6.jpg)
How do we engage our employees? How do we inspire our employees to work harder and become more proud of the company they work for?
![Page 7: Modern Motivation and Employee Engagement Theories](https://reader036.fdocuments.net/reader036/viewer/2022070513/588606401a28ab0a3f8b6743/html5/thumbnails/7.jpg)
Modern Theories• Self-Determination Theory Daniel Pink• RESPECT Model Paul Marciano • ABCD Model Ken Blanchard• SCARF Model Neuroleadership David Rock
![Page 8: Modern Motivation and Employee Engagement Theories](https://reader036.fdocuments.net/reader036/viewer/2022070513/588606401a28ab0a3f8b6743/html5/thumbnails/8.jpg)
Daniel Pink
http://www.danpink.com/
![Page 9: Modern Motivation and Employee Engagement Theories](https://reader036.fdocuments.net/reader036/viewer/2022070513/588606401a28ab0a3f8b6743/html5/thumbnails/9.jpg)
Behavioral scientists often divide what we do on the job or learn in school into two categories: “Algorithmic task” - you follow a set of established instructions down a single pathway to one conclusion. E.g. grocery checkout clerk.“Heuristic task” – no algorithm exists for it, you have to experiment with possibilities and devise a novel solution. E.g. creating an ad campaign.
McKinsey quarterly 4, 2005
![Page 10: Modern Motivation and Employee Engagement Theories](https://reader036.fdocuments.net/reader036/viewer/2022070513/588606401a28ab0a3f8b6743/html5/thumbnails/10.jpg)
Type X and Type I behavior• Extrinsically motivated• Believe they have a ceiling• Money the only motivation• Rewards getting more
expensive• Greater public self-
consciousness
• Intrinsically motivated• Made not born• Almost always outperform
Type X• Care about money and
recognition • Renewable Resource• Greater physical and mental
well-being
![Page 11: Modern Motivation and Employee Engagement Theories](https://reader036.fdocuments.net/reader036/viewer/2022070513/588606401a28ab0a3f8b6743/html5/thumbnails/11.jpg)
Self-Determination Theory We have 3 innate psychological needs - competence, autonomy and relatedness. When these needs are satisfied, we are motivated, productive and happy.
When they are thwarted, our motivation, productivity and happiness plummets.
![Page 12: Modern Motivation and Employee Engagement Theories](https://reader036.fdocuments.net/reader036/viewer/2022070513/588606401a28ab0a3f8b6743/html5/thumbnails/12.jpg)
Autonomy
• Over task – what task we do.• Time – when we do it.• Team – with whom we do it.• Techniques – how we do it.
![Page 13: Modern Motivation and Employee Engagement Theories](https://reader036.fdocuments.net/reader036/viewer/2022070513/588606401a28ab0a3f8b6743/html5/thumbnails/13.jpg)
Mastery
• Mindset – person is engaged, not compliant. • Pain – grit.• Asymptote – approach mastery but never achieve.
Manager should offer a “Goldilocks tasks” to employees - not too hard and not too easy. The challenges should exquisitely matched to the abilities.
![Page 14: Modern Motivation and Employee Engagement Theories](https://reader036.fdocuments.net/reader036/viewer/2022070513/588606401a28ab0a3f8b6743/html5/thumbnails/14.jpg)
Purpose
Connect with a cause larger than oneself.• Goals• Words• Policies
![Page 15: Modern Motivation and Employee Engagement Theories](https://reader036.fdocuments.net/reader036/viewer/2022070513/588606401a28ab0a3f8b6743/html5/thumbnails/15.jpg)
Paul Marciano
http://www.paulmarciano.com/respect-model/
![Page 16: Modern Motivation and Employee Engagement Theories](https://reader036.fdocuments.net/reader036/viewer/2022070513/588606401a28ab0a3f8b6743/html5/thumbnails/16.jpg)
RESPECT MODEL• Recognition - take the time to let others know that their work is appreciated.
• Empowerment - provide others with the tools, training, resources, opportunities and information to be successful.
• Supportive Feedback - deliver regular, constructive performance feedback in a positive and supportive manner.
• Partnering - fosters collaborative working relationships at the individual, team and organizational level.
• Expectations - set clear expectations and holds people accountable.
• Consideration - show thoughtfulness and consideration toward others.
• Trust - demonstrates and engenders trust in others.
![Page 17: Modern Motivation and Employee Engagement Theories](https://reader036.fdocuments.net/reader036/viewer/2022070513/588606401a28ab0a3f8b6743/html5/thumbnails/17.jpg)
Ken Blanchard
http://www.kenblanchard.com/
![Page 18: Modern Motivation and Employee Engagement Theories](https://reader036.fdocuments.net/reader036/viewer/2022070513/588606401a28ab0a3f8b6743/html5/thumbnails/18.jpg)
ABCD MODEL• Able – demonstrate competence.• Believable – act with integrity.• Connected – care about others.• Dependable – maintain reliability.
![Page 19: Modern Motivation and Employee Engagement Theories](https://reader036.fdocuments.net/reader036/viewer/2022070513/588606401a28ab0a3f8b6743/html5/thumbnails/19.jpg)
David Rock
http://www.davidrock.net/resources/
![Page 20: Modern Motivation and Employee Engagement Theories](https://reader036.fdocuments.net/reader036/viewer/2022070513/588606401a28ab0a3f8b6743/html5/thumbnails/20.jpg)
SCARF MODEL
Away from threat response
Toward reward response
StatusCertaintyAutonomyRelatednessFairness
![Page 21: Modern Motivation and Employee Engagement Theories](https://reader036.fdocuments.net/reader036/viewer/2022070513/588606401a28ab0a3f8b6743/html5/thumbnails/21.jpg)
SCARF MODEL• Status - relative importance to others.• Certainty - being able to predict the future.• Autonomy - provides people a sense of control
over events.• Relatedness - a sense of safety with others.• Fairness - a perception of fair exchanges
between people.
![Page 22: Modern Motivation and Employee Engagement Theories](https://reader036.fdocuments.net/reader036/viewer/2022070513/588606401a28ab0a3f8b6743/html5/thumbnails/22.jpg)
How do you motivate and engage your employees?