Motivating Employees Theory and applications

1. Motivating Employees Theory and applications

2. The Power of a Smile She smiled at the sorrowful stranger. The smiling seemed to make him feel better. He remembered past kindnesses of a friend And wrote him a thank you letter. The friend was so pleased with the thank you That he left a large tip after lunch. The waitress, surprised by the size of the tip, Bet the whole thing on a hunch. The next day she picked up her winnings, And gave part to a man on the street. The man on the street was grateful; For two days he'd had nothing to eat. After he finished his dinner, He left for his small dingy room. He didn't know at that moment That he might be facing his doom. On the way he picked up a shivering puppy And took him home to get warm. The puppy was very grateful To be in out of the storm. That night the house caught on fire. The puppy barked the alarm. He barked till he woke the whole household And saved everybody from harm. One of the boys that he rescued Grew up to be President. All this because of a simple smile That hadn't cost a cent.

3. MOTIVATION What is motivation? MOTIVATION =Value of outcome x expectation of achieving it Motivationis a desire to achieve a goal, combined with the energy to work towards that goal.

4. Motivationis everything. You can do the work of two people, but you can't be two people. Instead, you have to inspire the next guy down the line and get him to inspire his people. Motivation is the art of getting people to do what you want them to do because theywantto do it.

5. WHAT MOTIVATES PEOPLE External Rewards Internal Rewards • Salary • Working conditions • Benefits • Environment • Achievement • Responsibility • Recognition • Feedback • Learning and growth

6. WHAT MOTIVATES PEOPLE • Achievement • Responsibility • Recognition • Feedback • Learning and growth • Recognize achievements through programs that showcase performers.

7. WHAT MOTIVATES PEOPLE • Achievement • Responsibility • Recognition • Feedback • Learning and growth • Have volunteer programs and other programs that enable employees to showcase their responsibility towards each other and the society at large.

8. WHAT MOTIVATES PEOPLE • Achievement • Responsibility • Recognition • Feedback • Learning and growth • Recognize winners through awards like Service Quality Awards, Best Operations Awards, Best Trainer Awards, etc.

9. WHAT MOTIVATES PEOPLE • Achievement • Responsibility • Recognition • Feedback • Learning and growth • Follow a system of feedback and performance appraisal i.e the 360o system in which both the boss and subordinate participate.

10. WHAT MOTIVATES PEOPLE • Achievement • Responsibility • Recognition • Feedback • Learning and growth • Give a lot of importance to training and development and have various training academies to cater to various sections of employees. • Analyze training needs to recognize competency gaps and impart knowledge through customized training programs.

11. WHAT MOTIVATES PEOPLE In addition to the external and internal awards, have: • Employee engagement • Challenging job profiles • Keep them self-motivated • Good projects • Job rotation • Job security / stability • Good team, co-workers, bosses

12. But what happens when there is not enough motivation among the employees? LESS or NO MOTIVATION = DEMOTIVATION

13. WHY PEOPLE LEAVE Top Reasonswhy people leave their jobs - Harvard Business Review • Learning Opportunities to learn new skills • Feedback, especially for stars Coaching and feedback by managers • Bad Bosses conflict with the boss as one of the top most reasons for the departure of top performing employees • In addition to: • Job content • Level of responsibility • Company culture • Caliber of Colleagues • Low growth potential • Lack of challenge • Lack of autonomy • Not enough money • Work environment issues

14. THEORIES ON MOTIVATION • Maslow’s • McGregor’s • McClelland’s

15. MASLOW’S HIERARCHY OF NEEDS Self actualization (Confidence, achievements, freedom) Self esteem (fame, recognition, reputation, dignity) Love and belonging (children, friends, partners) Safety needs (shelter, job security, retirement plan, insurance) Physiological needs (air, water, food, rest, exercise,etc)

16. MCGREGOR’S XY THEORY

17. MCCLELLAND’S MOTIVATIONAL NEEDS THEORY ACHIEVEMENT AFFILIATION POWER

18. MCCLELLAND’S: ACHIEVEMENT The belief that it is important to meet or exceed a standard of excellence. Focus upon: • Out-performing others • Performing against internal standards of excellence • Achieving unique or innovative accomplishments • Long-range career planning If you scored highest in Achievement: • You place importance on doing things better, faster or in new ways • You want to use time well and get frustrated by time-wasting • You can see organizational politics as a waste of time • Given the choice of doing something yourself or delegating, you would probably choose to do it yourself

19. MCCLELLAND’S: AFFILIATION The belief that establishing and maintaining close, friendly relationships is important Focus upon: • Being liked, accepted and popular • Concern about separation or disruption of relationships • Seeing group tasks as primarily social activities If you scored highest in Affiliation: • You place highest priority on avoiding conflict and maintaining good relations • You are concerned about people’s feelings • You take time to socialize at work and are in touch the ‘grapevine’ • If you had to delegate to someone who might resent the extra work, you would most likely do it yourself

20. The value for Power can take 2 forms: 1. Personalized Power – used for self-benefit 2. Socialized Power – used for the benefit of others MCCLELLAND’S: POWER The belief that having an impact matters. Focus upon: • Feeling – or being perceived as – strong, effective and influential • Taking forceful actions that affect people • Giving unsolicited support or advice • Influencing, persuading or making a point If you scored highest in Power: • You are most concerned with having impact on events and people • You make a point of understanding organizational politics and influential relationships • When used as socialized power and given the choice of doing something yourself or delegating, you would prefer to let the other person complete the task so that they can learn and develop.

21. JOB TENSION Achievement Affiliation Power Personal Values Job Requirement Job Requirement Personal Values

22. JOB TENSION PERSONAL VALUES High in Imp Low in Imp. Important to you + Necessary in your job = No Tension Not important to you + Necessary in your job = Tension High JOB REQUIREMENTS Important to you + Not necessary in your job = Tension Not important to you + Not necessary in your job = No Tension Low

23. DEALING WITH TENSION • A change in your personal or material desires • Exposure to new influences • The recognition of the negative results of your current values • Immersion in a new environment

24. HOW YOU CAN DO IT IN YOUR ORGANIZATION

25. MOTIVATING • TRUST Respect, communication, credibility • PRIDE Work related to the person • CAMARADERIE Team building exercises, promoting team work, contests, create communities

26. PERFORMANCE APPRAISAL How to evaluate your people? Performance Appraisal Systems contain two basic systems: Evaluation System Feedback System • To identify the performance gap (if any). • This gap is the shortfall that occurs when performance does not meet the standard set by the organization as acceptable. • To inform the employee about the quality of his or her performance. • The appraisers also receives feedback from the employee about job problems, etc.

27. STRATEGIES FOR MOTIVATION • Positive reinforcement • Effective discipline • Treating people fairly • Satisfying employees needs • Setting work related goals • Restructuring jobs • Base rewards on job performance

28. EXECUTIVE COMPENSATION • Five basic elements of executive compensation: • Salary • Short-term incentives • Long-term incentives • Employee benefits • Perks

29. EMPLOYEE ENGAGEMENT P X • What it is not • Praise • Merchandise • Money • Pat on the back • What it is • Partnering • Involvement • Respect • Individualism

30. EMPLOYEE ENGAGEMENT • Customized training programs • Help people build trust, pride and camaraderie • Develop high degrees of credibility in everything that we say and do • Play hard, party hard • Encourage community building • Follow a good feedback and appraisal system • Give everyone clear goals • Maintain mentor-mentee relationships • Follow shared responsibilities towards each other, client and the franchisee

31. EMPLOYEE ENGAGEMENT • Why is employee engagement important? • Engaged EmployeesLoyal CustomersBigger Profits. • If the staff are motivated then the customers will be happy • The shareholders will then benefit through the company's success.

32. Notice each individual Say Thank-you, even a smile can make a big difference. Make staff feel respected and valued Share your experience and knowledge Be confidence about people. Be honest and trustworthy Don’t take personal credit for their success Create a blame-free culture Set developmental goals Make work fun!! TOP 10 TIPS

33. Thank you