Motivating Others: Is Extending the Carrot Enough?

1. Motivating Others: Is Extending the Carrot Enough? Rex Gatto Ph.D.,BCC Gatto Associates, LLC 750 Washington Road Pittsburgh PA 15228 412-344-2277www.rexgatto.com

2. Overview This presentation is based on the books: Smart Manager FAQ by Rex Gatto Herzberg: Motivation and Hygiene Factors by Alan Chapman Organization Behavior Structure Process By James Gibson

3. Soft Skills #1 Soft skills are personal attributes that enhance an individual's interactions, job performance and career prospects. Unlike hard skills, which are about a person's skill set and ability to perform a certain type of task or activity, soft skills are interpersonal and broadly applicable.

4. Soft Skills #2 Soft skills are often described by using terms associated with personality traits, such as: • optimism • common sense • responsibility • a sense of humor • integrity

5. Soft Skills #3 Abilities that can be practiced (but require the individual to genuinely like other people) such as: • empathy • teamwork • leadership • communication • good manners • negotiation • sociability • the ability to teach.

6. OLD ADAGE Hard skills get you theinterview but soft skills get you the job.

7. Overview • Defining Motivation • Motivating Boomers, Gen X-ers and Y-ers • Motivating Factors • Feedback and Development • How Motivation Enhances Performance • Motivational Strategy

8. Defining Motivation

9. Motivation Motivation is the desire that energizes a person to do certain things based on the wants and needs of a person.

10. Motivation If a person wishes to meet these wants and needs, then it up to the person to motivate self so that s/he takes key actions. • Effort – Desire – Willingness Motivation can be caused by • Rewards – Benefits – Achieving Goals

11. Motivation • Ask what motivates YOU • What’s to be accomplished • Challenges • Encourage risk-taking • Right communication • Ask “What’s in it for me” • Identify the trade-offs What causes you to take action?

12. Defining Motivation Physical and mental effort expended toward a goal • Extrinsic: outside recognition, praise, reward • Intrinsic: internal pride, fulfillment, self actualization Performance=competence x motivation

13. Intrinsic Motivation

14. Extrinsic Motivation

15. Maslow Hierarchy of Needs

18. Hertzberg Satisfiers and Dissatisfies “The factors which satisfy people at work are different to and not simply the opposite of the factors which cause dissatisfaction.”

19. Hertzberg Satisfiers and Dissatisfies Satisfiers = factors involved in doing the job Dissatisfies= factors which define the job conditions (hygiene)

22. Herzberg • Motivator factors (satisfiers) • Achievement • Advancement • Opportunity • Appreciation • Praise • Earned recognition • Personal growth • Acceptance • Work itself • Hygiene Factors (dissatisfiers) • Wages • Work conditions • Company policies • Organizational structure • Coworkers • Management personalities • Facilities

23. Two Models of Motivation • Maslow • Self Actualization • Self Esteem • Belonging • Safety • Physical • Hertzberg • Satisfiers Motivating Factors • Dissatisfiers Hygiene Factors

24. Manager/Partner Job: • Define purpose and direction • Get resources, people, systems, and tools • Create a plan to achieve the task • Set quality standards • Control and maintain work flow • Monitor • Report progress • Review, reassess, and adjust the plan • If in place, they are motivators!

25. Different Generations in the Workplace (Managing today’s Multigenerational workforce by Adecco) • Traditionalist 8% of the workforce • Boomers 41% of the workforce • X Generation 30% of the workforce • Y Generation 21% of the workforce • Z Generations 0%

26. Motivating Traditionalists ( born before 1945) • Silent and Greatest generation • High respect for authority • Follow rules and regulations/hard workers • View work as an obligation • Like a direct and commanding leader • Technically challenged/like 1 on 1 communication

27. Motivating Boomers (1946-1964) • Security, work ethic and advancement • Self actualization through work, personal growth, and self improvement • Health and wellness • involvement and team work • Recognition, feel rewarded, and participatory management

28. Motivating Gen X (1965-1983) • Diversity with challenging work • Global thinking through connectivity and the internet • Life balance or flexibility to work, non traditional hours and work from home • Loyalty is directed more to partners/managers than the organization • They like fun, informality, and self reliance, • Gen X is the generation that is more concerned about building resumes full of experiences and references, not long-term relationships with organizations. • Loyalty Unplugged by Buahene & Kovary (2007).

29. Motivating Gen Y (1984-2002)Gen Z 2003 – digital generation • Optimistic, civic minded, and confident • Achievement oriented • Sociable, moral, street smart, and diverse • Haven’t experienced losing • Received gold stars at school • Whole team received trophies • Their opinions listened to; their suggestions acted on • They entered the workplace looking for parents.

30. Why Gen X and Y-ers stay or leave Boredom ranks high on the Xers and Yers list of reasons to stay or leave a firm. Since compliance is a routine function, accounting firms are at risk. What motivates: career opportunities, environmental policies, ethical companies, a strong employment brand, approachable managers and partners(less intimidating), focus on mentoring Generation Y What it Means for CA, by Andrea Roberts

31. Strengths and Talents • The Abbreviated Motivational Profile outlines the reason we put out effort that fulfills our strengths and talents Performance = Competence X Motivation

32. Develop Your Motivational Profile Read the statement and rate it 5 = high 1= low

33. Motivational Profile

34. Motivational Profile #2

35. Score 50-43: High Motivation Factors 42-34: Moderate Motivation Factors 33 & below: Low Motivation Factors What motivates you?

36. What’s your Motivation?

37. Score What are your top two Motivation Factors? What are your bottom two Motivation Factors? What could you do to be more motivated?

38. Ways to Motivate • Listen to people’s needs • Acknowledge how people feel • Be honest • Support teamwork • Encourage • Challenge/job innovation • Promote satisfaction between worker and his/her responsibilities

39. Demotivating Statements • I am the boss so do as I say • You can’t motivate people without rules, regulations, and procedures • It’s important not to rock the boat. • The goal is the most important thing “just do it”.

40. Demotivating Statements #2 • Let the majority decide. • I am the boss and my task is to sell my ideas to my subordinates • People should be controlled.

41. Thought Provoker

42. Most Common Inducements 
Inducement systems are those design aspects of an organization, which act to energize, direct, or sustain behavior within the organization. 

43. Motivational Inducement System • Reward, • Task, • Managerial, and • Social • Workplace energizers, to sustain behavior

44. Reward System Implementation of formal reward systems in the organization, such as the compensation and the promotional systems.  Ex. pay raise may be a form of pure instrumental motivation, or it may provide the basis upon which the individual’s self perceptions are reinforced or enhanced.

45. Task System • Job responsibilities, task or duties • One’s contribution to the success of the task • Competencies and values that comprise a role-specific identity that may be crucial to an individual’s self concept.

46. Managerial System Leadership style or characteristics  Leadership style, in terms of conditional/unconditional feedback, impacts one’s self-perception as well as one’s self esteem. 

47. Social System People are motivated by the rewards/punishments enforced by the organization Individuals are motivated to demonstrate the traits, competencies, and values which are important to the team/department/firm

48. Motivational Equity Theory • I feel that my input (work) is less than the output ($, benefits, fulfillment) • I feel lucky, feel I do not have to work as hard compared to what I am getting (athletes and CEOs)

49. Motivational Equity Theory • I feel that my input (work) out weighs the output ($, benefits, fulfillment) • De-motivation is proportional to the perceived disparity between inputs and expected outputs. • Some people reduce their effort and are disgruntled, or are outwardly difficult, and even disruptive.

50. Motivational Development • Key to firm success is to ensure people are in a growth and developmental process and fairly compensated • Focus is on the development of skills, behaviors, and needed technical knowledge • There is measurable growth each year