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Motivating Employees<br />Prepared & Presented By:<br />Shaima H Sharafi<br />

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Forget Praise, Forget Punishment, Forget <br />Cash. <br />You need to make their jobs more <br />interesting <br />

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H<br />ighlymotivated employees are successful employees. Employees who are driven toward a goal are focused on achieving their goal. Such employees spend the majority of their resources obtaining their desired goals and thereby represent value-for-money. <br />Managers who motivate their employees improve job satisfaction, employee production and performance and ultimately secure the success of their organisation.<br />

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Motivating<br />The simplest, surest and most direct ways to get <br />Someone do something:<br /><ul><li>Ask

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Tell the employee

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Give the employee incentives

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Show the employee</li></li></ul><li>Myths About Motivation<br /><ul><li>Reducing the time spent at work

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Spiraling wages

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Fringe Benefits

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Human Relations Training

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Sensitivity Training

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Communications

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Two Way Communications

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Job Participation

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Employee Counseling</li></li></ul><li>

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Herzberg’s Motivator- Hygiene Theory<br />Every worker has two sets of needs or requirements: motivator needs and hygiene needs.<br />Motivator needs are associated with the actual work itself and how challenging it is.<br />Facets: interesting work, autonomy, responsibility<br />Hygiene needs are associated with the physical and psychological context in which the work is performed.<br />Facets: physical working conditions, pay, security<br />

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Hypothesized relationships between motivator needs, hygiene needs, and job satisfaction:<br />When motivator needs are met, workers will be satisfied; when these needs are not met, workers will not be satisfied.<br />Whenhygiene needs are met, workers will not be dissatisfied; when these needs are not met, workers will be dissatisfied.<br />

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Herzberg’s Motivator- Hygiene Theory Two Factor Theory<br />

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Intrinsic vs. Extrinsic Work Values<br />Intrinsic Values<br />Interesting work<br />Challenging work<br />Learning new things<br />Making important contributions<br />Responsibility and autonomy<br />Being creative<br />Extrinsic Values<br />High pay<br />Job security<br />Job benefits<br />Status in wider community<br />Social contacts<br />Time with family<br />Time for hobbies<br />

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Work Values<br />A worker’s personal convictions about what outcomes one should expect from work and how one should behave at work.<br />The most general and long-lasting feelings and beliefs people have that contribute to how they experience work.<br />Values can be intrinsic (i.e., related to the nature of work itself) or extrinsic (i.e., related to the consequences of work).<br />

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Work Attitudes<br />Collections of feelings, beliefs, and thoughts about how to behave that people currently hold about their jobs and organizations.<br />Compared to values, attitudes are:<br /> More specific and Not as long lasting<br />Specific work attitudes:<br />Job satisfaction is the collection of feelings and beliefs that people have about their current jobs.<br />Organizational commitment is the collection of feelings and beliefs that people have about their organizations as a whole.<br />

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Work Moods<br />How people feel at the time they actually perform their jobs.<br />More transitory than values and attitudes.<br />Can generally be categorized as positive or negative.<br />Determining factors:<br /> Personality, Work situation, Circumstances outside of work<br />

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Potential Consequences of Job Satisfaction<br />Performance:Satisfied workers are only slightly more likely to perform at a higher level than dissatisfied workers.<br />Satisfaction is most likely to affect work behaviors when workers are free to vary their behaviors and when a worker’s attitude is relevant to the behavior in question. <br />Absenteeism:Satisfied workers are only slightly less likely to be absent than dissatisfied workers.<br />Turnover:Satisfied workers are less likely to leave the organization than dissatisfied workers.<br />

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Advice to Managers<br />Advice to Managers<br />Do not assume that most workers have strong intrinsic work values just because you do.<br />Realize that any attempt you make to improve attitudes, motivation, or performance will be most effective when the change you implement is consistent with workers’ values.<br />Make the work environment pleasant and attractive to help promote positive moods.<br />

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Advice to Managers cont..<br />Advice to Managers cont..<br />Adopt socially responsible policies and programs such as supporting protection of the environment and helping out the community in which your organization is located.<br />Be committed to your employees by, for example, showing concern for their well-being, helping them when they have hard times, and soliciting their input on decisions that will affect them.<br />

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Summary<br />Both hygienic factors and motivation are important for high performance factors<br />Treat people as best as you can so they have a minimum of dissatisfaction<br />Use people so they get achievement, recognition for achievement, interest, responsibility, and opportunity for responsibility, and opportunity for advancement and growth advancement<br />

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Thank you<br />Shaima H Sharafi<br />