MOTIVATION DEFINED

1. MOTIVATION DEFINED • “…analysis of the various factors which incite and direct an individual’s action.”(Atkinson & Birch, 1964) • ‘The internal mechanisms and external stimuli which arouse and direct our behaviour’ (Sage, 1977) • Motivation psychology is concerned with the question of “the origin, the direction and the persistence of behaviour.” (Orlebeke, 1981) • “…the direction and intensity of effort.” (Gill, 1986) • “…the product of the interaction between characteristic individual differences and physical & social environmental factors.” (Gill, 1986)

2. MOTIVATION means • To stimulate • To impel • To move • To induce

3. The Basics of Motivation Motivation is the result of the interaction between a person’s internalized needs and external influences that determine behavior “a reason to put forth your best effort”

4. SO,…WHAT DOES THAT MEAN? • Strong link between motivation and the behaviour exhibited • Motivation arises from the cumulative effect of ‘motives’ • Motives are: • Reasons for doing things • Relatively stable • Dispositions • Acting at the same time (+ve and –ve) • Motives can strengthen or antagonise

5. UNDERSTANDING MOTIVATION • Understanding motivation helps answer WHY? • Why do some people participate? • Why do some people continue? • Why do some people discontinue?

6. Situation Personality Personal Beliefs ANSWERING WHY! Physical Competence Social Climate Mood Figure 1: Knowledge Interaction (adapted from Whitehead, 1993)

7. Theories of Motivation • Classical Theory • Maslow’s Hierarchy of Needs • Two Factor Theory • Theories X and Y (Human Resources Model) • Expectancy Theory • Equity Theory • Goal Theory

8. Classical Theory Theory holding that workers are motivated solely by money

9. Maslow’s Hierarchy of Needs(1939-1943) • Maslow argued that needs are hierarchical and that lower level needs must be met before a person will try to satisfy higher level needs • Once a need has been satisfied, it ceases to motivate behavior • People have different needs and are motivated by different things

12. Two Factor Theory (Hygiene)Frederick Herzberg (1975) • A managers poor handling of hygiene (maintenance factors) is the primary cause of unhappiness on the job. • Motivation factors are the primary cause of job satisfaction. • The presence of maintenance factors will not increase satisfaction.

13. Maintenance Factors • Salary • Job Security • Working Conditions • Status • Company Policies • Quality of technical supervision • Interpersonal relationships among peers and supervisors

14. Motivational Factors • Achievement • Recognition • Responsibility • Advancement • The work itself • Possibility of Growth

15. Human Resources Model(Theory X & Theory Y) Douglas McGregor (1960) Individual management philosophy reflects one of two sets of assumptions about workers The two sets were called Theory X and Theory Y

16. Theory X • People basically dislike work and avoid it where possible • People have to be closely supervised and threatened with punishment • Most people prefer to be told what to do, have little ambition, and want security • Most people have little creativity • Most people have limited intellectual potential

17. Theory Y • Most people find work natural as play or rest and develop an attitude based upon their experience with it • People respond better with rewards than punishment • People will seek out responsibility • People possess a high degree of imagination • People have high intellectual potential

18. Expectancy TheoryVictor Vroom (1964) Before choosing a behavior, an individual will evaluate various possibilities on the basis of anticipated work and reward An individual will act in a certain way based on the expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual

19. Equity Theory • People’s behavior relates to their perception of the fairness of treatment they receive • Most professional athletes use equity arguments to support their salary demands • Outcomes of perceived unfairness

20. GOAL THEORY Intentions to work towards a goal are a major source of motivation High goal will result in high level performance Participation facilitates acceptance

21. Locke’s Goal Setting Model Directing attention Regulating effort Task performance Goals motivate by... Increasing persistence Encouraging goal- attainment strategies

22. WHY BE CONCERNED ABOUT RETENTION • The AMA conservatively estimates the cost of replacing an employee is approximately 30% • Higher skilled jobs may be up to 1.5 times their annual salary • In a business employing 1000 workers and the average wage of $10 and assuming a 10% turn over, the annual impact on profits would be $840,000

23. HOW DO YOU RETAIN GOOD EMPLOYYES

24. How to keep employees

25. Prescription for retention

26. Simply by making a connection and making them feel connected Connection results in commitment and will offer extra effort. You are connecting when you understand the needs of your employees.

27. Remember the golden rule Treating them like human beings day to day. Treating them like you wish to be treated (and not how you are being treated. Treat with respect and dignity.

28. Show them you care or are interested in them. Attitude, attitude, attitude Show them though your actions that they are special Visit with them and show them that you are genuinely interested

29. Stop using “I” or “my” or “me.” Replace it with our, we, and us.

30. Involve Employees When possible include them in the decision making process (even when you may have made the decision)

31. Trust them

32. Change managing style – move away from Theory X and towards Theory Y type management.

33. Prepare for Change Pull out all the stops and change management style from the old role of management from planning, organizing, implementing, and measuring to counseling, coaching, facilitating employees though processes, and winning resources for employees

34. One of the most important motivational techniques is to listen to them.

35. Hire right, hire smart, find the best-matched person for the job, and participate in their success.

36. Sam Walton said “I think our story proves there’s absolutely no limit to what plain ordinary people can accomplish if they’re given the opportunity and encouragement to do their best.”

37. ATTRACTING ANDRETAINING EMPLOYEES

38. RETENTION

39. 1. Offer Competitive Compensation. Competitive pay and benefits are a given. Do make sure that your firm is competitive. Although few departing employees cite compensation as their top reason for leaving, your company must provide a competitive compensation and benefits program.

40. Hire the right person. Much turnover is due to hiring mistakes and issues of chemistry or fit within an organization. Recent studies show that nearly 80 percent of turnover is due to hiring mistakes. 2. Culture Fit.

41. 3. Integrate for Success. The first few weeks of employment are the most critical time to lay the groundwork for long-term employee commitment. Implement a thorough, well-executed orientation program. Demonstrate your commitment to a new hire’s success early on and you will gain trust and commitment from the employee in the organization.

42. 4. Align Competencies with Contributions and Make it Interesting. Try to make the necessary adjustments to ensure that employees are interested or best suited to what they’re doing and effectively aligned with what the company needs them to do.

43. 5. Adhere to the new rules to compete for top talent. There are different rules which govern a new generation of employees who have different needs. Playing by the old rules can lead to losing important resources to a competitor that has already dealt with the new reality.

44. 6. Provide training and growth opportunities. Provide new employees with basic training in the beginning of the relationship. As they build time with the company, offer further training in recognition of their growth. The irony of retaining good people is that the more they feel they are able to grow and become more marketable, the more likely they are to stay.

45. 7. Involvement and Information. Information is power, and employees want to be empowered with the information they need to know to do their jobs better and more effectively. And, more than ever, employees want to know how they are doing in their jobs and how the company is doing in its business.

46. 8. Offer praise, recognition and increased visibility. People want to feel what they do makes a difference. Employers often fail to realize that some of the most effective things they can do to develop and sustain motivated, committed employees cost very little or nothing at all.

47. 9. Reformat Evaluations. Up front, ask key employees, “What will it take to keep you motivated, interested and linked?” Key employees are more apt to stay with organizations that are interested in their unique situations. Out of this conversation should come a vulnerability report which leads to a plan.

48. 10. Sweat the Exit Interview. Ensure that the interviewer is someone the exiting employee trusts, to capture the most honest feedback. Inaccurate explanations abound as to why employees leave organizations. Leaders must sort out fact from fiction, determine the competitive situation within their industry, and deal with the hard reality of their organization’s strengths and weaknesses.

49. People do not necessarily commit to an organization; they commit to the employees and culture that drive the organization. Establish your corporate values, then make sure you walk the talk. 11. Practice what you Preach.

50. QUESTIONS • How do personality, moods and emotions affect motivation? • What ‘motives’ do elite competitors have? • What ‘motives’ do recreational sports people usually have? • How can we use all of this information to increase sports performance?