MOTIVATIONMOTIVATION

- creating a situation where - creating a situation where people want to work well!people want to work well!

JKC Consulting Ltd.

JKC Consulting Ltd.

Motivation - Three Motivation - Three QuestionsQuestions

What are people looking for from work?What are people looking for from work?

What happens if they do not find what What happens if they do not find what

they are looking for?they are looking for?

What can Managers, Supervisors and What can Managers, Supervisors and

Team Leaders do to ensure that their Team Leaders do to ensure that their

people are motivated?people are motivated?

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JKC Consulting Ltd.

What areWhat are p peoeopple lookinle looking g for from for from work?work?

Money/PerksMoney/Perks Job satisfactionJob satisfaction RecognitionRecognition PraisePraise StatusStatus AchievementAchievement SecuritySecurity InterestInterest ChallengeChallenge VarietyVariety

Good conditionsGood conditions CompanionshipCompanionship AutonomyAutonomy CompetitionCompetition Training/LearningTraining/Learning ResponsibilityResponsibility ProspectsProspects To be kept informedTo be kept informed Fair treatmentFair treatment Authority/PowerAuthority/Power

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JKC Consulting Ltd.

Maslow’s Hierarchy of Maslow’s Hierarchy of NeedsNeeds

Physiological

Safety

Social

Esteem

Self actualisation1. A need which has been satisfied no longer motivates a person’s behaviour.

2. The need for self actualisationcan never be satisfied.

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JKC Consulting Ltd.

Maslow’s HierarchyMaslow’s Hierarchy

Physiological Needs - Physiological Needs - food, shelter, food, shelter, clothingclothing

Safety Needs - Safety Needs - security, order, freedom security, order, freedom from threatfrom threat

Social Needs - Social Needs - relationships, love, relationships, love, affection, belongingaffection, belonging

Esteem Needs - Esteem Needs - respect, appreciationrespect, appreciation Self-actualisation - Self-actualisation - the fulfilment of the fulfilment of

personal potentialpersonal potential

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JKC Consulting Ltd.

Maslow’s HierarchyMaslow’s Hierarchy Maslow’s hierarchy is usually shown as Maslow’s hierarchy is usually shown as

five steps, but Maslow included five steps, but Maslow included sevenseven steps.steps.

6. Freedom of enquiry and expression 6. Freedom of enquiry and expression needs - needs - for social conditions permitting for social conditions permitting free speech and encouraging justice, free speech and encouraging justice, fairness, honesty.fairness, honesty.

7. Knowledge and understanding needs – 7. Knowledge and understanding needs – to gain and order knowledge of the to gain and order knowledge of the environment, to explore, to learn.environment, to explore, to learn.

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JKC Consulting Ltd.

Frederick HertzbergFrederick Hertzberg

Took Maslow’s Steps and divided Took Maslow’s Steps and divided them into two groups.them into two groups.

HYGIENE FACTORS, HYGIENE FACTORS, which he said do which he said do not motivate, but their absence will not motivate, but their absence will tend to de-motivate.tend to de-motivate.

MOTIVATORS, MOTIVATORS, which are those things which are those things that truly motivate a person.that truly motivate a person.

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JKC Consulting Ltd.

HHygygiene Factorsiene Factors

Pay.Pay. Type of supervision.Type of supervision. Relationships with others.Relationships with others. Physical working conditions.Physical working conditions. Fringe benefits.Fringe benefits. Company policies.Company policies.

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JKC Consulting Ltd.

MotivatorsMotivators

Achievement.Achievement.

Recognition.Recognition.

Responsibility.Responsibility.

Promotion prospects.Promotion prospects.

The nature of the work itself.The nature of the work itself.

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Problem!!Problem!! For some people, achievement is For some people, achievement is

getting through the day having done getting through the day having done the absolute minimum of work.the absolute minimum of work.

We all know and have worked with We all know and have worked with people who would run a mile if you people who would run a mile if you suggested they accept added suggested they accept added responsibility.responsibility.

Some people are not interested in Some people are not interested in promotion for all kinds of reasons.promotion for all kinds of reasons.

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Why?Why?

Everyone is different. Different Everyone is different. Different desires, different ambitions, different desires, different ambitions, different drivers.drivers.

Everyone changes – you are not the Everyone changes – you are not the same now as you were ten years ago.same now as you were ten years ago.

The impact of life experiences.The impact of life experiences. The practical evidence does not fully The practical evidence does not fully

support Maslow and Hertzberg.support Maslow and Hertzberg.

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Process TheoriesProcess Theories

Emphasise HOW a person is motivated, Emphasise HOW a person is motivated, rather than WHAT motivates them.rather than WHAT motivates them.

They recognise that different people are They recognise that different people are motivated by different things.motivated by different things.

A worker will make the required greater A worker will make the required greater effort when theeffort when the outcome is highly outcome is highly valued by the worker,valued by the worker, who has who has high high expectations of achieving the outcome.expectations of achieving the outcome.

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Process theories say that Process theories say that Managers should:-Managers should:-

Know the rewards valued by each person.Know the rewards valued by each person. Indicate the performance level needed to earn Indicate the performance level needed to earn

the reward.the reward. Show that the performance level is achievable.Show that the performance level is achievable. Reward soon after the achievement.Reward soon after the achievement. Ensure that the relationship between reward Ensure that the relationship between reward

and performance is clearly seen.and performance is clearly seen. Minimise undesirable results of high Minimise undesirable results of high

performance.performance.

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Is moneIs moneyy reall reallyy a motivator? a motivator? It always is for greedy people.It always is for greedy people. It depends on our economic It depends on our economic

circumstances.circumstances. In some situations money can be a In some situations money can be a

negative motivator - a stick, rather than negative motivator - a stick, rather than a carrot.a carrot.

You cannot You cannot normallynormally buy motivation over buy motivation over a prolonged period. Money alone cannot a prolonged period. Money alone cannot produce a sustained positive attitude.produce a sustained positive attitude.

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What is Job Satisfaction?What is Job Satisfaction?

A sense of achievement, of self-A sense of achievement, of self-fulfilment, of self-actualisation fulfilment, of self-actualisation experienced by a person as a result of experienced by a person as a result of doing their job.doing their job.

It is achieved when the person gets from It is achieved when the person gets from their work, those things for which they as their work, those things for which they as an individual are seeking at that time.an individual are seeking at that time.

It is not a permanent state.It is not a permanent state.

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What haWhat happppens if theens if they y do not do not find it?find it?

QuitQuit Minor disputesMinor disputes GrievancesGrievances AbsenteeismAbsenteeism Poor timekeepingPoor timekeeping Resistance to changeResistance to change DisinterestDisinterest Poor atmospherePoor atmosphere Interpersonal frictionInterpersonal friction

Reduced outputReduced output Poor quality/wastagePoor quality/wastage Low moraleLow morale InsubordinationInsubordination Vandalism/SabotageVandalism/Sabotage Lack of co-operationLack of co-operation ApathyApathy Increased accidentsIncreased accidents Higher costs/lower Higher costs/lower

profitsprofits

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Reactions to FrustrationReactions to Frustration

RationalRational

Seek to change the Seek to change the

circumstances.circumstances.

Seek to adjust your Seek to adjust your

expectations.expectations.

Leave.Leave.

IrrationalIrrational Aggression - overt Aggression - overt

and hidden.and hidden. Regression - Regression -

pettiness, harping pettiness, harping back to the past. back to the past.

Fixation - rigidityFixation - rigidity Resignation - Resignation -

couldn’t care less.couldn’t care less.

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WORK PERSONAL

ACCOMPLISHMENTACCOMPLISHMENT

Diversion ofEfforts

Frustration ofAchievement

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What can Team Leaders do?What can Team Leaders do? Treat people as individual human beings.Treat people as individual human beings. Foster and encourage good relations.Foster and encourage good relations. Provide a fair system of pay.Provide a fair system of pay. Encourage communication, participation, Encourage communication, participation,

involvement, discussion.involvement, discussion. Generate an appropriate management Generate an appropriate management

style.style. Good selection followed by thorough Good selection followed by thorough

training and induction.training and induction.

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Allow autonomy where possible.Introduce new job challenges.Use employees’ talents - Delegate.Provide for learning with real prospects.Give praise and recognition when deserved.Job enrichment, enlargement, rotation.Set a good personal example.Fair and impartial treatment.Sensible and sensitive discipline.Show respect for other people.Deal promptly with genuine grievances.

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Individual BenefitsIndividual Benefits

Job satisfactionJob satisfaction ChallengeChallenge AchievementAchievement LearningLearning recognitionrecognition RewardReward AutonomyAutonomy

OpportunityOpportunity ResponsibilityResponsibility InvolvementInvolvement InterestInterest Sense of purposeSense of purpose Understanding of Understanding of

requirements and requirements and objectivesobjectives

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ComComppananyy Benefits Benefits

ReliabilityReliability High productivityHigh productivity High quality workHigh quality work Good team spiritGood team spirit Managers free to do Managers free to do

more important more important taskstasks

Co-operation and Co-operation and good relationshipsgood relationships

RecruitmentRecruitment Retention of skillsRetention of skills ProfitabilityProfitability Simpler Simpler

introduction of introduction of changechange

Commitment from Commitment from employeesemployees