Presentation

By

Herman

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In dealing with employees, an intangible factor of will or freedom of choice is introduced and employees can increase or decrease their productivity as they choose. This human quality gives rise to the need for positive motivation. An employee’s performance can be defined as being determined by the interaction between ability and motivation:

Performance=Ability x Motivation The first(Ability) determines what he can

do, the second (Motivation)determines what he will do. Therefore motivation is the key element in management of employees .It is of utmost importance.

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By the end of this session, the audience will be able to understand the need for motivating employees to perform to the best of their ability and various methods which supervisors should use for keeping the employees positively motivated.

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Motivation is the consequence of an interaction between the individual and the situation. People who are “motivated” exert a greater effort to perform than those who are ‘not motivated’.

Motivation is the willingness to do something. It is conditioned by this action’s ability to satisfy some need for the individual

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Unsatisfied need

Tension

Drives

Search behaviour

Goal achievement

Need satisfaction

Reduction of tension

Motivation is a process which begins with a physiological or psychological need or deficiency which triggers behaviour or a drive that is aimed at a goal or an incentive.

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Primary Motives

General Motives

Secondary Motives

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Hunger

Thirst

Clothing

Sleep

Maternal concern

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Motives which can not be termed primary or secondary

Primary needs try to reduce the tension or stimulation whereas the general need induces the individual to enhance the amount of stimulation.

Also called stimulus motives-Love ,concern and affection.

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Learned drives become secondary motives

Includes

Curiosity

Manipulation

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The desire of an individual to perform in terms of a particular standard of excellence or the desire to be successful in competitive situations.

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Takes moderate risks.

Prefers immediate feedback

Derives satisfaction on the successful accomplishment of a task

Has total concentration or preoccupation with the assigned task

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Some important theories:

Maslow’s Hierarchy of Needs Theory

Mcclelland’s Achievement Motivation Theory

Herzberg’s Motivation-Hygiene theory

Expectancy Theory

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Works on the assumption that the behaviour of individuals at a particular moment is usually determined by their strongest need.

Based on hypothesis that within every human being there exists a hierarchy of five needs.

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Five needs:

1. Physiological : Basic needs of hunger, thirst,

shelter, sex and other body needs.

2. Safety: security and protection from physical and emotional harm

3. Social: affection, belongingness, acceptance and friendship

4. Esteem: Need for both self esteem(self respect, autonomy and achievement) and external esteem (status, recognition and attention)

5. Self-actualization the drive to become what one is capable of becoming: includes growth, achieving one’s potential, self fulfillment.

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Based on recognition of three needs in work-place situations:

Need for achievement

Need for affiliation

Need for power

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Based on the conclusion that people have two different categories of needs:

o Hygiene factors

o Motivating factors

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This theory argues that the strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of the outcome to the individual. It includes three variables:

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1. Attractiveness: the importance that the individual places on

the potential outcome or reward that can be achieved on the job. This considers the unsatisfied needs of the individual.

2. Performance-reward linkage: the degree to which the individual believes that performing at a particular level will lead to the attainment of each job outcome

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3. Effort –performance linkage: the perceived

probability by the individual that exerting a given amount of effort will lead to performance.

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System of management that emphasizes on a particular set of goals that are tangible, verifiable and measurable.

It is the method by which managers and employees jointly set goals for work performance and personal development, periodically evaluate the employee’s progress towards achieving these goals and integrating of individual, team, departmental and organizational goals.

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Goal setting

Subordinate participation

Implementation

Performance appraisal and feedback

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Monetary Incentives

(Not so relevant for Government employees)

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Non Financial Motivation Programmes

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Employee recognition programmes

Employee involvement programmes

Employee participation Job enrichment and job excitement

Delegation 25

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Reward risk taking instead of risk avoiding

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Teach people that intelligent errors are part of the cost of progress.

Use yourself as an example. Celebrate both successes and setbacks.

Encourage smart risks, not foolish chances

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Reward creativity instead of mindless conformity

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Tolerate failure

Create a relaxed informal work environment

Encourage competition

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Reward decisive action instead of paralysis by analysis

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Write down the decision you have to make as clearly and simply as you can and set a deadline for making it

If you need to further analyse alternatives, use the balance-sheet approach

Obtain the best information you can within the time-limits.

Take action, or reward those who do

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Reward smart work instead of busy work

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Make sure to have the right person for the job

Define each job’s limits.

Beware of proceduritis

If people have finished their work, let them go home

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Reward simplification instead of needless complication

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Reward quietly effective behaviour instead of squeaking joints

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Seek quiet employees and resolve to spend time encouraging and rewarding them.

Keep alert for squeaking joints and do not oil them

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They are rarely, if ever, absent.

They work well under pressure

They consistently turn out high-quality work on time

They do not constantly pester others for advice and guidance. •They are so quiet and unassuming that one

hardly knows they are there except for their good work.

They produce many more answers than problems.

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Reward working together instead of working against

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Create self managed work teams and ensure that:

Each team is assigned a significant piece of work

Work environment is arranged to foster plenty of communication and interaction between members of the team

Jobs should be made interdependent

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Six important words are “ I admit I made a mistake”

Five important words are” You did a good job”

Four important words are “ What is your opinion?”

Three important words are “Let’s work together.”

Two most important words are “ Thank you”

Single most important word is ”WE”.

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Be a good motivator

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◦ Herman

You can buy people’s time; you can buy their physical presence at a given place; you can even buy a measured number of their skilled muscular motions per hour. But you cannot buy the devotion of their hearts, minds, or souls. You must earn these.

Fall in love with your job and keep the romance alive. Sure, your employer will benefit if you’re committed but not as much as you will. High job commitment is a gift you should give yourself.

Mission

Goals

Tactics

Tasks

Job analysis

Duties and responsibilities

Job descriptions

• Success comes from attracting, developing, and maintaining an effective workforce. • Our focus is just three of several HRM activities: leading, motivating, and evaluating.

Leadership is influencing people’s

behavior through:

•Communicating

•Enabling others to act

•Modeling the way

•Disciplining

•Encouraging the heart

•Motivating

Help employees accomplish their own career and personal goals.

Help accomplish the farm’s mission and goals.

Positions Ability to reward Coercion Expertise Personal appeal and charisma

The wrong question about leadership style

What combination of directive behavior and supportive behavior, i.e., leadership style, should I use with an employee given his or her knowledge, skills, abilities, experience, self-esteem, self-confidence and commitment?

Directing Control with close supervision

Coaching Explain, seek input and stay in control

Supporting Support without controlling

Delegating Turn over authority and responsibility

Motivation is the inner force that drives employee behavior

Most employees prefer to be motivated.

What one person finds motivating another may find boring, frustrating and debilitating.

Self-motivation plays a crucial role.

An unmotivated person can become motivated and vice versa.

Motivation does not explain all performance problems.

Employee motivation works best as a partnership between employer and employee.

Be self-motivated. Search for the “right” job and work

environment. Be willing to learn. Commit to the organization’s vision,

mission, core values and goals. Communicate needs, concerns and ideas

to the employer. Listen to the employer’s point of view.

Remove employee dissatisfiers such as poor working conditions, unsafe equipment, exhausting physical work combined with excessively long work days and weeks, unfair pay, disagreeable supervisors, unreasonable rules and policies, unchallenging work, obnoxious co-workers and conflict with co-workers.

Put motivators in place, e.g., opportunity to achieve, recognition, satisfying work, responsibility and personal growth through training and new experiences.

Promote communication to discover the dissatisfiers and the effectiveness of motivators.

“How am I doing?” “How can I do better?” Most employees want an answer to these questions.

Employee performance reviews should be designed to answer the “how am I doing?” and “how can I do better?” questions for each employee on a continuous basis.

Improve employee performance.

Decrease turnover.

Motivate self-improvement.

Build trust.

Prevent litigation.

Create a paper trail useful in litigation.

1. What are my objectives for employee performance reviews?

2. Whom will be reviewed? 3. What will be the mix of individual and group

reviews? 4. Will the reviews be formal or informal? 5. What will be the mix of objective and subjective

measures of performance? 6. How often will the reviews be done? 7. Who will conduct the reviews? 8. What review processes will be used?

Start at the top of the organization and work down.

Few people complain about having too much information about their performance.

Person-by-person is most common.

Team reviews may need to come before individual reviews.

Formal reviews occur on a regular schedule with written reports to employees.

Informal reviews occur on an as needed basis.

A combination of formal and informal reviews usually works best.

The objective approach measures performance against specific standards, e.g., times tardy this year.

The subjective measures are based on evaluator’s judgment, intuition, and feelings, e.g., attitude of employee.

Realistically, subjective measures cannot be avoided.

Challenge is to combine objective and subjective measures.

Formal evaluations should be conducted at least once each year.

Formal evaluations more than two times per year are usually infeasible.

Sticking to announced schedule of reviews is much more important than how often.

Glut of reviews at one time can be avoided by scheduling on anniversary of first day on the job.

Usually the immediate supervisor.

Supervisors can seek input from others.

Keep it simple to start; add the bells and whistles later.

Evaluation should be based on a job description, i.e., what the employee was hired to do.

Analyze the job to have a basis for a job description and performance standards, i.e., expected outcomes.

Observe performance, collect performance data and make judgments to then be able to say to the employee, “I see your three most important strengths (contributions or accomplishments) as. . . ”

Ask the employee, “What do you see as your most important strengths (contributions, accomplishments)?”

Say to the employee, “I see this (these two things) as most important for improving during the next six months.”

Ask the employee, “What would you like to improve?”

Follow with a discussion of needed follow up by discussing possible training, retraining, needed equipment, useful information and whatever else may be necessary for the employee to meet performance standards.

Summarize with, “I want to summarize what we have agreed to.”

Conclude with a positive note and assure the employee that there will be opportunity for follow up including the next scheduled performance review.

Supervisor writes summary for the file and shares a copy with the employee.

Supervisor invites employee to respond in writing.

Note No forms required and emphasis is on helping employee improve.

Most common process for employee evaluation.

Built around a brief form. Form based on job description. Form designed to identify employee’s

strengths, weaknesses and areas for improvement.

Provides an overall assessment of performance.

Train all supervisors to do employee reviews.

Strive for a positive supervisor attitude toward employee reviews.

Don’t surprise employees with reviews. Stick to an announced schedule. Explain the review procedures to all

employees.

Ask employees to think about their own performance, their questions and their career aspirations before discussion with their supervisors.

Discuss performance in private. View employee reviews as an

opportunity for open and honest communication.

Make the review communication two-way.

Make the annual or semi-annual formal evaluation a supplement to continuous informal communication.

Be prepared to deal with strong emotional responses from employees.

Spend some time on career implications.

End the review on a positive note.

Ask employees how the review process can be improved.