effective motivetion technic in workplace 1

8/11/2019 Effective Motivetion Technic in Workplace 1

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Why do some people climb

mountains?


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While others run?


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And othersjust sit?


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And why do millionsof people go to

work each day?


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Motivation is the forcethat drives our actions


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And with the

right

motivation

What

cant we do?


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History has given us many models of

Motivation

Need for achievement

(n-ach)

Need for authority and

power (n-pow)

Need for affiliation (n-affil)

McClellandNeeds Based Motivational Model

Locke & LathumGoal Setting

Make goals

Specific and

measureable

Set challenging

goals

Set Goals

Belief that goal is

attainable

Incentive to

obtain goal

Goal

Commitment Training and skilldevelopment

Timetable

Action

Planning

BanduraSelf Efficacy

SelfEfficacy

Locus of

Control

MasteryExper-iences

Affective

Control

Efficacy

GoalProximity


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Technically Motivation is


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Motive +Action

But I prefer this


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And for employees, we need tounderstand how to tap into

that


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And for employees, we need tounderstand how to tap into

that

Motive +Action


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A great man is one who can make asmall man feel great, and perform

great.


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He lacks enthusiasm.

He is insecure. He doesnt accept responsibility. He lacks people skills. He is unwilling to guide.

He doesnt inspire us to perform. He doesnt appreciate good work. He doesnt discuss new strategies

or ideas with us. His communication is negative & de-

motivating.


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A promise is a promise.

Turn down in the first place(rather than withdraw itlater).

Spot talent, creativity &

promote. Encourage initiative.

Tolerate mistakes.

Learn from them.

No mistakes, no initiative. Set an example.

Think of them as individuals. Meet them face to face.

Listen.

Talk straight.

Give clear instructions.

Accept only after weighingthe pros & cons.

Dont put on airs.

Never stand on ceremony.

Take the rap yourself.


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Keep channels open. Why argue? Understand.

To err is human.

Listen to complaints.

Dont shout. Explain. Never hold out threats.

Blow your top, but constructively.

Soften the blow.

Allow them to let off steam.

Dont accuse. Investigate.


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Gets only temporary redn inunacceptable behaviour.

Constant presence of punisher necessary Doesnt teach appropriate behaviour. Produces increased fear (less

effectiveness in work).

Produces emotional side-effects. Produces rigid & inflexible behaviourpatterns.

Suppresses more behaviour than thatpunished.

Can result in counter-aggression. Passed on down the line.


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Allow them to develop their job, to continually improve.

Set targets for them to get a sense of achievement. Give them variety & interest.

Show trust. Be open.

Keep them in the picture.

Empower. Allow them control over what they do. Tell them: a work ill-done must be done twice.

Give regular feedback to prevent misdirection.

Give praise. Show appreciation.

Encourage teamwork, sense of belonging, synergy. Ensure conducive work environment.


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The Question is

So What?


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The Question is

Who Cares?


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The Question is

How Does

This Matter?


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It all really boils

down to

Why is this

important?


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Because it


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IncreasesEffort

Because it


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IncreasesEffort Aids

Retention

Because it


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Retention

Enhances

Persistence

Because it


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Retention

Drives

Creativity

Enhances

Persistence

Because it


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Improves

Focus


Retention

Drives

Creativity

Enhances

Persistence

Because it


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Know what you want. Decide on theperformance level you require.

If you dont know what you want, you cannotconvey it to them.


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End results to be specific &quantifiable.

Mere urgings - do better,work harder, etc. - are notmotivational.

Let employee know what isexpected of him and when it isto be completed.

Specify the stages. Ensure he knows how he has

performed and when he hascompleted it.


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Reward!

Given after the desired behavior orperformance.

Given as soon as possible. Specific to the accomplishment.

Personal in impact.

Valued by the recipient.

Delivered consistently.

Predictable by the recipient.


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Ensure correct feedback.

Keep changing rewards to get improved behavior. Do not reward them all alike. Base it on their performance. Continue to tell them what they should do to deserve it. Be consistent in your rewards. Have a firm link: for this

performance, this reward. No need to continue reward after the behavior is established. Be fair. The size of the reward must match the effort. Reward necessary for continued good performance. Reward them in other ways than just money.


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However outstanding you may be, you canhope to get an outstanding report only froman outstanding superior.


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Show appreciation for good work. Involve them in as many work

decisions as possible. Show real care & help in personal

problems. Hawthorne effect: if you treatpeople as special theirperformance would improve.

Constantly upgrade the notion of

what is acceptable.


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Know the extent up to which to give

detailed instructions. Know when to cut off debate &

initiate action.

Seek & take responsibility in theworkplace.

Ensure that tasks are understood &accomplished.

Know which is more important in agiven context details or the wider

viewpoint. Set an example.


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Set targets that stretch them. Make them believe in themselves. They can only succeed in targets they

believe they can achieve. Achieving goals is a motivating force in

itself.

When realistic, they enhance performancedue to less anxiety and more motivation. Goals are within individuals control & hence

are flexible. They should be

- specific, measurable & behavioral.- challenging, but realistic.


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The goals enable employee to - orientate himself to what is

required. direct attention & activity towards

the task. direct efforts towards achievement.

build persistence. devise new learning strategies.The harder the goal, and/ or the more

important the goal, the more is theeffort put in.

When more specific, they are moreachievable.


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Minimum controls Maximum personal accountability Work in complete entities Employee to have control over -which task & when Feedback on performance & quality directly to employee

Opportunity to do new jobs Individuals to choose their jobs with the rest of their team Opportunity to discuss & comment on changes in work Job rotation instead of one single short cycle job. Ensure variety, personal autonomy and scope for personality

development.


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Make people think in a breakthroughfashion.

Motivate. Create enthusiasm &passion.

Create a dream & make the team go

towards it. The ability to get the message across

is what ignites people to act as oneperson.

Mine more value.


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effective motivetion technic in workplace 1

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