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P R O M O T I N G E X C E L L E N C E I N G O V E R N M E N T

MOTIVATING TODAY’S WORKFORCE

Eric M. Robinson

• “A leader’s role is to raise people’s aspirations for what they can become and release their energies so they will try to get there.

• -David Gergen, professor, presidential advisor, and political consultant

• There is a tendency for supervisors to attribute the cause of poor performance to low motivation.

-David Whetten and Kim Cameron, Developing Management Skills

Diagnosing Work Performance Problems

The Needs Of Employees

In your role as a supervisor, releasing employee motivation means aligning individual needs, and employees’ efforts to satisfy those needs, with the goals of the organization.

- Effective supervisory Practices; ICMA Press

• Performance = Ability x Motivation (Effort)

-David Whetten and Kim Cameron, Developing Management Skills

Performance

• Ability = Aptitude x Training x Resources

-David Whetten and Kim Cameron, Developing Management Skills

Ability

• Motivation = Desire x Commitment

-David Whetten and Kim Cameron, Developing Management Skills

Motivation Formula

• Does your employee’s performance deficiencies stem from lack of ability or lack of motivation?

-David Whetten and Kim Cameron, Developing Management Skills

The First Diagnostic Question

• How difficult are the tasks being assigned?

• How capable is the individual?

• How hard is the individual trying to succeed at the job?

• How much improvement is the individual making?

-David Whetten and Kim Cameron, Developing Management Skills

The Four Follow-up Questions

• Ability may have been assessed improperly

• Technical requirements of the job upgraded

• Promotion to higher-level position (The Peter Principle)

-David Whetten and Kim Cameron, Developing Management Skills

The Lack of Ability Inhibiting Good Performance

• Taking refuge in a specialty

• Focusing on past performance

• Exaggerating aspects of leadership role

-David Whetten and Kim Cameron, Developing Management Skills

Signs of Manager Ability Deterioration

• Resupply

• Retrain

• Refitting

• Reassign

• Release-David Whetten and Kim Cameron, Developing Management Skills

Enhancing Individual’s Abilities

Management Styles

• Equally important as ability

• Douglas McGregor

– Theory X

– Theory Y

-David Whetten and Kim Cameron, Developing Management Skills

Motivation

-David Whetten and Kim Cameron, Developing Management Skills –Prentice Hall

Satisfaction and Performance

• Satisfaction – Motivation – Performance

• Motivation – Performance – Satisfaction

• Motivation – Performance – Outcomes -Satisfaction

-David Whetten and Kim Cameron, Developing Management Skills –Prentice Hall

Elements of an Effective Motivation Program

• Establish clear performance expectations• Remove obstacles to performance• Reinforce performance-enhancing

behavior• Provide salient rewards• Be fair and equitable• Provide timely rewards and accurate

feedback-David Whetten and Kim Cameron, Developing Management Skills –Prentice Hall

The Six-Step Process

© 2007 by Prentice Hall

18

Behavior Shaping Strategies

6 -

What Workers Want

Maslow’s Hierarchy Of Needs

• Physiological needs– Food, shelter, clothing

• Security needs– Physical safety & orderly environment

• Social needs– Acceptance & sense of belonging

- Effective Supervisory Practices; ICMA Press

Maslow’s Hierarchy Of Needs

• Esteem needs– Self-respect & the respect of others

• Self-actualization or self-fulfillments needs– Full development of individual abilities & a

satisfying personal life

- Effective Supervisory Practices; ICMA Press

Herzberg’s Motivation Factors

• Six Satisfiers– achievement; recognition; work itself;

responsibility; advancement; growth

• Ten Dissatisfiers– Red tape; supervision; relationships

(supervisor, peer; employees); work conditions; salary; personal life; status; and security.

-Effective Supervisor Practices; ICMA Press

Herzberg and Employees• Opportunities to experience high achievement

• Recognize & celebrate good work

• Work on projects that interest them most

• Create opportunities for advancement

• Develop employees by offering learning opportunities beyond their current position

-Effective Supervisory Practices; ICMA Press

Daniel H. Pink’s Motivators

• Autonomy– Urge to direct our own lives

• Mastery– Desire to get better and better

• Purpose– Yearning to do something larger than ourselves

Employee Autonomy

• Ensure clear, accurate communication• Make resources easily available• Provide facilitative, supportive leadership• Let employees decide how to achieve results• Let employees design their jobs or propose

deadlines• Get out of the way• Be accessible-Effective Supervisory Practices; ICMA Press

Employee Mastery

• Give them access to training

• Make resources easily available

• Permit job rotation and cross-training

• Take responsibility for supporting development

-Effective Supervisory Practices; ICMA Press

Employee Purpose• Promote a supportive team environment

• Model a positive attitude

• Align employees work with the strategic vision

• Provide fair & desirable rewards/recognition

• Trust employees to do the right things-Effective Supervisory Practices; ICMA Press

Customizing Motivation

Millennials Want a Boss Who Will

• Help navigate their career path• Give straight answers• Mentor and coach them• Sponsor them for formal development

and programs• Be comfortable with flexible schedules

- Effective Supervisory Practices; ICMA Press

Millennials Want a Company That

• Will develop their skills for the future• Has strong values• Offers customizable options in their

benefits/rewards package• Allows them to blend work with the rest

of their life• Offers a clear career path

- Effective Supervisory Practices; ICMA Press

Millennials Want to Learn

• Technical skills in their area of expertise• Self-management and personal

productivity• Leadership• Industry or functional knowledge• Creativity and innovation strategies

- Effective Supervisory Practices; ICMA Press

The Needs Of Managers

• Share information strategically

• Respect his/her role as a generalist

• Be a problem solver

• Exercise initiative

• Under promise and over deliver

The Needs Of Managers

• Avoid surprises and never bluff

• Support your manager’s leadership

• Meet your manager where he/she is

• Earn trust by doing good work

Sources

• Developing Management Skills – Eighth Edition –David A. Whetten and Kim S. Cameron

• Effective Supervisory Practices: Better Results Through Teamwork - Fifth Edition – ICMA Press

THANK YOU!!!

Eric M. RobinsonManagement Development AssociateGovernmental Training, Education and Development

Carl Vinson Institute of GovernmentThe University of Georgia18 Capitol Sq., 116 CLOB | Atlanta GA 30334

Phone: 404-463-6807Fax: 404-463-6845ericr@uga.eduwww.vinsoninstitute.org