we complete your success motivating people. 2 we complete your success rules exit
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We Complete Your Success
MOTIVATING PEOPLE
2We Complete Your Success
Rules
Exit
3We Complete Your Success
Content
1. What is motivation?2. Comprehend people’s behavior at work through
examining some theories of behavior.3. Make the work more interesting to the staff.4. Role of the manager in creating what motivate
the staff.
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Objectives
1. Define motivation from a management point of view.
2. Describe influences on behaviour of people with whom you work.
3. Explain factors of job enrichment that make work more attractive.
4. Describe the team leader’s role in motivating his work-team.
5. Apply job enrichment techniques to motivate your work-team.
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Definition
What is motivation?
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Motivation
‘A conscious or unconscious driving force that arouses and directs action towards the achievement of a desired goal.’Longman English Dictionary
To motivate a person to do something you have to make them WANT to do it, NOT to OBLIGE them to do it.
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Motivation
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Motivation
What do you see?
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Values, attitudes and behavior
Values = things we see as important and desirable.
Attitude = beliefs, feelings, values and dispositions to act in certain ways
Behavior = an action that reflects an attitude controlled by value.
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Some theories about human behavior
• Theory of Needs of Abraham Maslow.• Theory X and Theory Y of Douglas McGregor.• Theory of two Factors of Fredrick Herzberg.• Theory of Expectancy.• Hackman’s and Oldham’s viewpoints about the
fundamental characteristics of the work thatcreate an internal motivation.
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Maslow’s Theory of Needs
PhysiologicalFoodAirWaterSleep
SafetySecurityStabilityPeace
SocialAcceptanceAffectionBelongingFriendship
EsteemAchievementConfidenceSelf-respectRecognition
Self-actualizationPersonaldevelopmentTotal self-fulfillment
Hierarchy of Needs
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THEORY X• By nature people do
not like to work and will avoid doing it if possible.
• People should be offered rewards to work, and threatened with punishment if they don’t.
• People, like being controlled, and directed to avoid responsibility, have little ambition and desire security.
THEORY Y• People like to work under the
right conditions.• If committed to objectives,
people will direct and control, themselves rather than beingcontrolled from above.
• People will be committed tothe objective if getting enoughpersonal satisfaction fromwork.
• People will learn to accept and to seek responsibility, if the conditions are right.
• Skill and creativity are widely distributed and generally under utilized.
McGregor’s Theory X and Y
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Herzberg’s Two Factor Theory
Factors causing job satisfaction are not the opposite of those that cause dissatisfaction.
Motivating Factors
Maintenance Factors&
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Motivating factors cause job satisfaction
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Maintenance factors
Cause job dissatisfaction but have no positive effect on motivation
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Conclusion
Motivators factors are related to the work a person does.
Maintenance factors are related to the environment where work is carried.
The causes of satisfaction at work lie in the content of the job; the
causes of dissatisfaction lie in the working environment.
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Theory of Expectancy
MotivationResults in
Effort
leads to improved
Performance
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Motivation
Reward Effort
Performance
Motivation is a result of reward.
Reward is a result of performance.
Performance is a result of effort.
Effort is a result of motivation.
Motivation Effort Performance Reward Cycle
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Theory of Expectancy
Reward
Motivation
Performance
Effort
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Hackman & Oldman Internal Motivation
Recognizes work significance
• Variety of skills• Task identity• Work Importance
High Internal work motivation
Experiences responsibility for work outcome
Autonomy
knows the result of his/her work
Feedback from Job
Final ResultWhat benefits worker gets
The essential job characteristics
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Case study
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Review, questions and answers
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End of Day 1
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Motivating People
Day 2
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Review of Day 1
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Job enrichment
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Job enrichment
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Job rotation and enlargement
Moving employees from job to job
giving them opportunities to
perform a greater variety of tasks at the same level of
responsibility.
Expanding number of tasks performed usually at the same
level of responsibility.
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Redesigning the work to provide the staff with:
• more variety and responsibility;• more opportunities for
development of skills;• more control over their present
work;• more work feedback
about the work they are doing.
Job enrichment
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DO NOT motivate staff. They may increase the quantity of work but do not create opportunities for development
MOTIVATES employees as it often gives them the chance to gain experience and improve their skills hence gives them the opportunity to develop and advance inside the company.
Job enrichment
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• Remove unnecessary controls, increase responsibility and autonomy.
• Clarify goals. • Provide feedback.• Provide opportunities for development of
skills and knowledge.
Job enrichment
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Is job enrichment right for you team?
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Look at jobs where:• job satisfaction is low;• maintenance factors are costly;• changes would not be expensive;• lack of motivation is affecting
performance.
Job enrichment
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1. Resistance of change2. Poor diagnosis3. Lack of desire4. Demand for rewards5. Supervisors resistance
Problems affecting job enrichment
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Whatever your title, you are a team leader if you run a team.
Motivating staffTeam leaders are among other things:
• Coaches
• Facilitators
• Empowerment agents
The role of team leaders
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Set plans, organize, guide, leads members of his/her team in their effort to achieve the company’s set objectives to the best of their ability.
Responsibility of the team leader
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1. Create the right kind of climate or atmosphere.2. Give rewards where they’re deserved.3. Promote the worth of the job.4. Keep the work team informed.5. Be fair in allocating work.6. Make work fun.7. Take account of the circumstances under which people have
to work.8. Give your team members scope for development 9. Avoid threats to security.10. Make the team’s targets and objectives clear.
What to do to motivate staff
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To keep up morale and motivation:• seek information, and pass on as
clear a picture as possible;• counter cynicism with a positive
approach;• keep the team occupied with
meaningful work but do not overwhelm them with work;
• establish new mutually supportive relationship with members of the work team;
• acknowledge and discuss with remaining staff their possible feeling of guilt.
The team leader in difficult circumstances
Difficulties may be:• the company is being
reorganized or down-sized;
• colleagues being made redundant;
• uncertainty about the economic situation of the company;
• any other cause of uncertainty.
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Action plan
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Review, questions and answers
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Contact details
SME MANAGEMENT SOLUTONS,IFC, World Bank Group,1st Floor Maersk House, 121 Louis Solomon
Close, off Ahmadu Bello Way, Victoria Island,Lagos, Nigeria. www.ifc.org Tel: +234 1 2799 400 Fax: +234 1 2793618-19
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Goodbye And Thank You For Attending.
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