Motivating Employees

1. Motivating Employees

2. Motivating Employees Our Motivating Tips

3. Major Motivational Theories • There are three major motivational theories that are observed in modern business • McGregor’s X/Y Theory and Group Exercise • Maslow’s Hierarchy of Needs and Exercise • Herzberg’s Theory and Group Discussion

4. McGregor’s X/Y Theory • An American social psychologist, Douglas McGregor, proposed his famous X-Y theory in his 1960 book 'The Human Side Of Enterprise'. • McGregor's X-Y Theory remains a valid basic principle from which to develop positive management style and techniques.

5. Theory “X” • Theory “X” has these basic premises • Most people are naturally lazy and don’t like to work • Most people lack ambition and need a club over their heads in order to make them work • Most people prefer to be told what to do, and they avoid responsibility • Most people resist change • Most people are gullible and not overly intelligent • Most people are motivated by money and status rewards

6. Theory “Y” • Theory “Y” has these basic premises • People do not dislike work, and may actively seek it • People do not need authoritarian leadership and prefer a participative kind of management • People prefer setting their own goals rather than have someone else set them • People do not shirk responsibility but rather seek it • People who understand and care about what they are doing can devise and improve their own methods of doing work • People constantly grow and are motivated at work by interesting and challenging tasks.

7. What is most important to understand about these two theories are that they relate to how managers picture their employeesnot how the employees really are.

9. Maslow • Maslows hierarchy of needs • Physiological needs • The basic drives, including the need for food, rest and shelter • Safety and Security needs • Freedom from fear, danger, uncertainty about employment • Social needs • Friendly work relationships in harmonious atmosphere

10. Esteem and self respect • Ego or status needs, praise for a job well done • Self-realization • The need for self-fulfullment, creativity

11. Self Fulfillment Ego Self-esteem, Status Social Needs (Belonging, friendship) Safety/Security Physiological Needs

12. Herzberg’s Motivation Theory • Achievement • Opportunity for accomplishment and contribution • Recognition • Acknowledgement and appreciation for contributions • Responsibility • Acquisition of new duties and responsibilities

13. Advancement • Opportunity to advance as a result of job performance • The Work itself • Opportunity for self-expression, personal satisfaction and challenge • Possibility of growth • Opportunity to increase knowledge and develop through job experiences

16. Exercise Managers Dilemma #1

17. Exercise Managers Dilemma #2

18. Exercise Job Factor’s Survey

19. Dealing with Problem or Marginal Employees • Describe the problem or poor work habit in a friendly manner. • Indicate why it is a concern • Invite the employee to share his or her “side of the story” • Show interest in what he or she is saying through proactive listening • Focus on the changes you want from the employee • Not the complaints you might have had about their performance

20. Avoid threats and punishments as a means to improve behavior • Ask the employee for their ideas and solutions to solve the problem • Ask the employee to consider the positive consequences of improving his or her actions • Self, the organization, other workers, etc. • Agree on a performance-change objective and a plan of action. Offer your help.

21. Exercise Action Plan

22. Handout Sheets