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
4. Introduction to Toronto Training
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
10. Theories of motivation 1 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 motivation 2 of 2
Instinct
Drive-reduction
Incentive
Optimal arousal
Cognitive evaluation
Goal-setting
Management by objectives
Self-efficacy or social learning
Reinforcement
Page 11
13. Motivating the team
Let people 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
17. Motivational methods that really
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 that really
work 2 of 2
Keep an open mind
Benevolent dictatorships rule
Page 18
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
42. Levels of morale
Why is morale important?
What do shakers and movers do?
Amount of control
Measures
Going down…
…and going up
Sustainability
Leading by example
Page 42
48. Strategies to achieve job
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
50. Tips to help ensure 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