PERSONNEL MOTIVATIONPERSONNEL MOTIVATION

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PEOPLE

PROBLEMS IN MANAGING PEOPLE?

Control• To get things to go as you wish

• = • The abiliy to start, change and

stop something or someone

Responsibility– THE FEELING OF BEING THE ONLY ONE IN

CHARGE OF SOMETHING– =– THE ABILITY TO SEE ONESELF AS “THE

CAUSE”

• WHEN CONFRONTED WITH A PROBLEM WE CAN CHOOSE OUR ANSWER:

• CAUSE OR EFFECT?

Cause and EffectTo solve a problem or to handle succesfully a situation we need to see ourselves as “the cause” of such situation.

• If we aren’t able to do it, it is the situation that will control us.

• If we are not capable of seeing ourselves as the cause of the performance of our employees, we are indeed leaving the control to them.

Case history scuola

The Scale of Effectiveness• EXTERNAL CONTROL

Someone who thinks that all his life and misfortunes are or have been dependent upon others

• CONTROL SOLELY OF ONE’S ACTIONS One sees himself as the cause only of the activities performed directly but cannot accept blame for other people mistakes or for what happens outside the company.

• He will not reach his goals• INTERNAL CONTROL

Sees himself as the cause of his actions but also as teh cause of other people actions and activities.

CAUSATIVITY GETS CAUSATIVITY

• If I think to be the cause of a problem I have with someone, sooner or later also the other will behave in a causative way.

• If I think to be the effect, they will think in the same way.

LEADERSHIP • A LEADER IS SOMEONE WHOSE REQUESTS ARE

EXECUTED WITH PRIDE.

• In order to develop leadership you must feel fully responsible for the behavior of

the people you are leading.• When something goes wrong it’s not

them, IT IS YOU!

To Think Causative• When we have to face a problem or a

difficulty, we can consider ourselves as cause or effect.

• Considering ourselves like the effect means to put “ the other”, “the circumstances” as the subjects of the action.

• Considering ourselves like the cause means to put “MY SELF” as the subject of the action.

The following thoughts

belong to cause or effect ?He does not correct what I show to him.

He is not passionate enoughThe market is in a downturn He does not understand my directions.He cannot get results He does not make new clients. He does not execute my orders. He is not motivated.

Developing of Knowledge

1. We notice something not optimal around us.

2. We feel the cause of this situation. 3. We start adopting some methods to

solve it. 4. If these methods do not work, we go on

considering ourselves as “the cause” of the non-optimal situation.

5. Acting in this way, we will develop or find out the right knowledge to solve the problem. Sooner or later we will become a LEADER!

The Scale of Attitudes

EnthusiasmAmusement LogicBoredomHostilityAngerResentmentAnxietyGriefApathy

1) If you want things to change, the first one who

has got to change it’s you.

MOTIVATION

The missing 80%• Only 19% of Western Countries

employees feel passionate about top goals in their organization. – Not emotionally connected to the leader/goal

Exercise1. Good job conditions2. Feel involved in job problems 3. A non overpowering discipline4. Praise (appreciation) for the work he

carried out5. Loyalty of the direction to its employees6. Good wage level7. Promotion and advance together with the

company8. Understanding and interest for

employee’s personal problems9. Job Security 10. Interesting Job

What employees want from their bosses1. Praise for the work they carried out

2. To feel involved in company’s problems 3. Understanding and interest for

employee’s personal problems (true interest for the person)

Job SecurityGood wage level Interesting job Promotion and advance together with the

company Loyalty of management toward employees Good Job conditionsA non overpowering discipline

MOTIVATION

 • TO GET SOMEONE TO SHOW HIS

COMPETENCE AND CAPABILITIES

• YOU ARE THE COACH!

MANAGER ORIENTATION

• From : • Manager who does the job • to • Manager who gets someone to

do the job, Manager who creates performing people

Desires of the internal customerTangible IntangibleRemuneration Remuneration

Wages Praise

Bonuses Engagement

Tools/Spaces Genuine Interest

Hard Factors Soft Factors

2) GIVE PRAISE