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Motivating others June 2012
Toronto Training and HR provides training and human resources services. This document discusses theories of motivation and strategies for motivating employees, including considering needs, rewards, and job design. It examines leadership models and influences on workplace motivation. Common demotivators like lack of clarity and meaningful work are addressed. Ensuring job satisfaction involves strategies such as participation, learning opportunities, recognition, and a supportive work environment and culture.
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Motivating others June 2012
- 1. Motivating others by TorontoTraining and HR June 2012
- 2. 3-4 Introduction to Toronto Training and HR 5-6 Definition Contents 7-8 9-11 Drill Theories of motivation 12-13 Motivating the team 14-15 The motivation calculus 16-18 Motivational methods that really work 19-23 Leadership models for motivation 24-26 Motivation by job design 27-28 Drivers that underlie motivation 29-30 Influences on workplace motivation 31-32 Motivation and work behaviour 33-34 Organizational levers of motivation 35-36 Common demotivators 37-38 Pay 39-40 Employee involvement 41-42 Levels of morale 43-44 Job characteristics 45-46 Job features that make people work hard 47-48 Strategies to achieve job satisfaction 49-50 Tips to help ensure job satisfaction 51-52 Conclusion and questions
- 3. Introduction Page 3
- 4. Introduction to TorontoTraining and HR • Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden • 10 years in banking • 10 years in training and human resources • Freelance practitioner since 2006 • The core services provided by Toronto Training and HR are: - Training event design - Training event delivery - Reducing costs - Saving time - Improving employee engagement & morale - Services for job seekers Page 4
- 5. Definition Page 5
- 6. Definition Motivation Morale Page 6
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- 8.
- 9. Theories of motivation Page 9
- 10. Theories of motivation1 of 2 Maslow’s hierarchy of needs McGregor’s Theory X and Theory Y Herzberg’s motivation-hygiene theory McClelland’s theory of needs Vroom’s expectancy theory Page 10
- 11. Theories of motivation2 of 2 Instinct Drive-reduction Incentive Optimal arousal Cognitive evaluation Goal-setting Management by objectives Self-efficacy or social learning Reinforcement Page 11
- 12. Motivating the team Page 12
- 13. Motivating the team Letpeople choose Make it a pleasant place to work Allow employees to work flexibly Consider an internal awards scheme Show an interest Avoid cash incentives Create clear goals… …and track progress Lead from the front Say thank you Page 13
- 14. The motivation calculus Page 14
- 15.
- 16. Motivational methods that really work Page 16
- 17. Motivational methods thatreally work 1 of 2 Atmosphere is key Working conditions Involve your employees Reward the team Reward individual achievements Bonus schemes Limit working hours Foster a no-blame culture Page 17
- 18. Motivational methods thatreally work 2 of 2 Keep an open mind Benevolent dictatorships rule Page 18
- 19. Leadership models for motivation Page 19
- 20. Leadership models for motivation 1 of 4 Low initiating structure High initiating structure and high consideration and high consideration Low initiating structure and High initiating structure and low consideration low consideration Page 20
- 21. Leadership models for motivation 2 of 4 Job-centred leadership style; production-oriented Employee-centred leadership style; employee- oriented Page 21
- 22. Leadership models for motivation 3 of 4 CONCERN FOR PEOPLE, CONCERN FOR OUTPUT Impoverished Authority compliance Country club Middle of the road Team Page 22
- 23. Leadership models for motivation 4 of 4 TRANSACTIONAL LEADERSHIP Work with their team members to develop clear, specific goals and ensure that workers get the reward promised for meeting the goals They exchange rewards and promises of rewards for worker effort Transactional leaders are responsive to the immediate self-interests of workers if their needs can be met while getting the work done Page 23
- 24. Motivation by jobdesign Page 24
- 25. Motivation by jobdesign 1 of 2 Page 25
- 26. Motivation by jobdesign 2 of 2 REDESIGNING JOBS Job rotation Job enlargement Job enrichment Page 26
- 27. Drivers that underlie motivation Page 27
- 28. Drivers that underliemotivation Driver to acquire Driver to bond Driver to comprehend Driver to defend Page 28
- 29. Influences on workplace motivation Page 29
- 30. Influences on workplace motivation Individual characteristics Job characteristics Organizational actions Page 30
- 31. Motivation and work behaviour Page 31
- 32. Motivation and workbehaviour Rewards Attitudes to work Alienation Page 32
- 33. Organizational levers of motivation Page 33
- 34. Organizational levers of motivation Reward systems Culture Job design Performance management and resource allocation process Page 34
- 35. Common demotivators Page 35
- 36. Common demotivators Lack ofclarity and communication Lack of meaning and purpose Lack of progress Page 36
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- 38. Pay Decisions to make Internalequity and external equity Choosing the organizational position Skill-based programs Page 38
- 39. Employee involvement Page 39
- 40. Employee involvement Definition Benefits Participative management Representativeparticipation Quality circle Page 40
- 41. Levels of morale Page 41
- 42. Levels of morale Whyis morale important? What do shakers and movers do? Amount of control Measures Going down… …and going up Sustainability Leading by example Page 42
- 43. Job characteristics Page 43
- 44. Job characteristics Core dimensions Criticalpsychological states Page 44
- 45. Job features thatmake people work hard Page 45
- 46. Job features thatmake people work hard Psychological safety Meaningfulness Page 46
- 47. Strategies to achievejob satisfaction Page 47
- 48. Strategies to achievejob satisfaction Pay Learning & development Participation in decision making Delegation of responsibility with commensurate authority The work itself Opportunities for advancement Supervision Co-workers Page 48
- 49. Tips to helpensure job satisfaction Page 49
- 50. Tips to helpensure job satisfaction Encourage high levels of communication Be accessible to employees Encourage management to acknowledge achievements and set targets Be flexible and offer alternatives Spot the signs of mental health issues and implement an effective mental health policy Invest in employee development Socialize Page 50
- 51. Conclusion and questions Page 51
- 52.