Staff motivation - Running Hot or Freezing Cold
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How to motivate staff is more than just using dollars. Management guru Dan Pink describes the 3 drivers to better enagagement. This presentation reviews some of the earleir work on motivation and highlights some of the new ideas that we need to put in place in your workplace.
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Staff motivation - Running Hot or Freezing Cold
- 1. Mark Stallwood MBA, Grad Dip Educ., B.V.Sc, Dip Prac. Management, Cert IV Workplace Trainer & Assessing, AFAIM, MAICD, MAVBA, MAAPM, MAITD CPM Director - Stallwood Consulting Services Academic Director - Practice Management Program UNE Partnerships mark@stallwoodconsulting.com.au
- 2. All behaviour based on some form of reward or
- 3. Maslow (1943) Herzberg (1959) The Hawthorne Effect McGregor -Theory X and Theory Y (1960)
- 5. Maslow (1943) Herzberg (1959) The Hawthorne Effect McGregor -Theory X and Theory Y (1960)
- 7. Maslow (1943) Herzberg (1959) The Hawthorne Effect (Landsberger 1950) McGregor -Theory X and Theory Y (1960)
- 9. Maslow (1943) Herzberg (1959) The Hawthorne Effect McGregor -Theory X and Theory Y (1960)
- 11. Extrinsic motivation occurs when we are motivated to perform a behaviour or engage in an activity in order to earn a reward or avoid a punishment.
- 12. Intrinsic motivation involves engaging in a behaviour because it is personally rewarding; essentially, performing an activity for its own sake rather than the desire for some external reward
- 14. Incentive Performance based cash bonus Increase in base pay Non Financial Incentives Praise and recognition from management Attention from business leader Opportunities to lead team Effectiveness (% of respondents finding extremely effective) 60% 52% 67% 63% 62% McKinsey Quarterly Report 2009 - 2000 respondents
- 15. The quality of working relationships Workplace leadership Having a say Clear values Being safe
- 16. The built environment Recruitment Pay and conditions Getting Feedback Autonomy and uniqueness
- 17. A sense of ownership and identity Learning Passion Having fun Community connections Simply Best workplaces in Australia Hull and Read 2003
- 18. Intrinsic motivation behaviour Not dependant on age, gender or nationality Arises from circumstance, experience and context It can be learnt Usually achieve more than extrinsically motivated individuals
- 19. Autonomy
- 20. the desire to self-direct our own lives.
- 22. the urge to get better and better at something that matters.
- 24. the yearning to do what we do in the service of something larger than ourselves
- 26. We need to update our thinking on motivating staff in order to improve productivity The costs to business of low productivity are $12 billion per year in Australia (The EY Australian Productivity Pulse)
- 27. How do you motivate staff in your workplace?
Notas del editor
- Two factor theoryThe two-factor theory (also known as Herzberg's motivation-hygiene theory and dual-factor theory) states that there are certain factors in the workplace that cause job satisfaction, while a separate set of factors cause dissatisfaction. It was developed by psychologist Frederick Herzberg, who theorized that job satisfaction and job dissatisfaction act independently of each other.[1]Two-factor theory fundamentals: Attitudes and their connection with industrial mental health are related to Abraham Maslow's theory of motivation. His findings have had a considerable theoretical, as well as a practical, influence on attitudes toward administration.[1][2] According to Herzberg, individuals are not content with the satisfaction of lower-order needs at work; for example, those needs associated with minimum salary levels or safe and pleasant working conditions. Rather, individuals look for the gratification of higher-level psychological needs having to do with achievement, recognition, responsibility, advancement, and the nature of the work itself.
- The Hawthorne effect is a term referring to the tendency of some people to work harder and perform better when they are participants in an experiment. Individuals may change their behavior due to the attention they are receiving from researchers rather than because of any manipulation of independent variables.The effect was first described in the 1950s by researcher Henry A. Landsberger during his analysis of experiments conducted during the 1920s and 1930s at the Hawthorne works electric company. The electric company had commissioned research to determine if there was a relationship between productivity and work environment.
- People motivated to attain goals that are compatible with their sense of identity Theory Y differs from Theory X in that the latter places exclusive reliance upon externalcontrol of behaviour, whereas Theory Y emphasizes self-control and self-direction.
- Theory XIn this theory, management assumes employees are inherently lazy and will avoid work if they can and that they inherently dislike work. As a result of this, management believes that workers need to be closely supervised and comprehensive systems of controls developed. A hierarchical structure is needed with narrow span of control at each and every level. According to this theory, employees will show little ambition without an enticing incentive program and will avoid responsibility whenever they can. According to Michael J. Papa, if the organizational goals are to be met, theory X managers rely heavily on threat and coercion to gain their employees' compliance. Beliefs of this theory lead to mistrust, highly restrictive supervision, and a punitive atmosphere. The Theory X manager tends to believe that everything must end in blaming someone. He or she thinks all prospective employees are only out for themselves. Usually these managers feel the sole purpose of the employee's interest in the job is moneyTheory YIn this theory, management assumes employees may be ambitious and self-motivated and exercise self-control. It is believed that employees enjoy their mental and physical work duties. According to them work is as natural as play. They possess the ability for creative problem solving, but their talents are underused in most organizations. Given the proper conditions, theory Y managers believe that employees will learn to seek out and accept responsibility and to exercise self-control and self-direction in accomplishing objectives to which they are committed. A Theory Y manager believes that, given the right conditions, most people will want to do well at work. They believe that the satisfaction of doing a good job is a strong motivation. Many people interpret Theory Y as a positive set of beliefs about workers.
- The quality of working relationships– people relating to each other as friends, colleagues, and co-workers. Supporting each other, and helping to get the job done. Workplace leadership– how the immediate supervisor, team leader, manager or coordinator presented himself or herself. Their focus of leadership and energy, not management and administration. Having a say– participating in decisions that affect the day-to-day business of the workplace. Clear values– the extent to which people could see and understand the overall purpose and individual behaviours expected in the place of work. Being safe– high levels of personal safety, both physical and psychological. Emotional stability and a feeling of being protected by the system.
- The built environment– a high standard of accommodation and fit out, with regard to the particular industry type. Recruitment – getting the right people to work in the location is important, and they need to share the same values and approach to work as the rest of the group. Pay and conditions– a place in which the level of income and the basic physical working conditions (hours, access, travel and the like) are met to a reasonable standard. At least to a level that the people who work there see as reasonable. Getting Feedback– always knowing what people think of each other, their contribution to the success of the place, and their individual performance over time. Autonomy and uniqueness– the capacity of the organisation to tolerate and encourage the sense of difference that excellent workplaces develop. Their sense of being the best at what they do.
- A sense of ownership and identity– being seen to be different and special through pride in the place of work, knowing the business and controlling the technology. Learning– being able to learn on the job, acquire skills and knowledge from everywhere, and develop a greater understanding of the whole workplace. Passion– the energy and commitment to the workplaces, high levels of volunteering, excitement and a sense of well-being. Actually wanting to come to work. Having fun– a psychologically secure workplace in which people can relax with each other and enjoy social interaction. Community connections– being part of the local community, feeling as though
- The EY Australian Productivity Pulse™ is a six-monthly survey of more than 2,100 employees spanning seven industries and from all levels within organisations across both the private and public sectorshttps://theconversation.com/australias-productivity-problem-why-it-matters-8584 Prof John Fairburn