motivational skills dr. rajendra suwal management and leadership development specialist december 5,...
TRANSCRIPT
Motivational Skills
Dr. Rajendra Suwal
Management and Leadership Development Specialist
December 5, 2014
Overview of the Session
• Understanding the concept of Motivation
• Evolution of Motivation Theory
• Applying Motivational Theory
• Motivation of Self and others
• Motivation in the context of Army
The Need for Motivation
• Management’s goal is to Get the job done effectively
• Requires job performance by employees• Job performance = f (ability x motivation)• Ability = f (Aptitude x Training x
Resources)• Motivation = f (Desire x Commitment)• Motivation is, therefore, one of the key
factors for effective management
Motivation
• “You can lead a horse to water but you cannot make it to drink.”
• “I don’t motivate my players. You cannot motivate someone, all you can do is provide a motivating environment and the players will motivate themselves.”
Phil Jackson after winning his 7th NBA title as a coach.
What is Motivation?
• It is the internal drive to accomplish a particular goal. In a work setting, motivation is what makes people want to work
• It is, therefore, a person's desire and commitment to exert high levels of efforts toward organizational goals, conditioned by the effort's ability to satisfy some individual need.
• Motivating – the process of arousing and sustaining goal-directed behavior
• The Person– Human Needs– Liking of the task
• The Environment– Enriched Job Tasks– Goal setting interventions– Leader behavior– Group Norms and Organizational Culture
Where Does It Come From?
Evolution of Motivation Theory
• Scientific Management (Frederic Taylor)
• Hawthorne Studies (Elton Mayo)
• Hierarchy of Needs (Abraham Maslow)
• Theories X and Y (Douglas McGregor)
• Motivator-Hygiene Theory (Frederic Herzberg)
• Achievement Motivation Theory (David McClelland)
Scientific Management• Designed by Fredrick Taylor• Assumes all people are motivated by
economic means• Based on 4 principles
– Develop a scientific approach to each job element
– Scientifically select, train, teach, & develop employees
– Encourage cooperation between workers & managers
– Divide work among workers & managers based on who is best suited for it
The Hawthorne Studies
• Experimented with job design, length of work day and week, break times, and incentives
• Hawthorne Effect
• Social needs also play an important role in employee motivation
Maslow’s Hierarchy of Needs
• Based on universal human needs individuals act to meet their unmet needs
• Managers try to create workplace that will increase the likelihood that employees will meet all of their needs
• If appealing to an already met need, it’s hard to motivate an employee
Maslow’s Hierarchy of Needs
Physiological needs
Safety needs
Social needs
Esteem needs
Self-actualization
needs
McGregor’s Theories X and Y
• 2 contrasting sets of assumptions about human nature– Theory X – pessimistic– Theory Y – optimistic
• A manager’s view of human nature affects the way they motivate and manage employees
• McGregor believed Theory Y explained most employees
Herzberg’s Motivator-Hygiene Theory
• “What do people really want from their work experience?”– Motivating factors create job satisfaction– Hygiene factors create job dissatisfaction
• Proper management of hygiene factors can prevent dissatisfaction but cannot provide motivation
• Management needs to focus on job satisfiers
MotivationMotivation––HygieneHygiene Theory of Motivation Theory of Motivation
Hygiene factors avoid job dissatisfaction
• Company policy and administration
• Supervision• Interpersonal relations• Working conditions• Salary• Status• Security
• Achievement• Achievement recognition • Work itself• Responsibility• Advancement• Growth
• Salary?
Motivation factors increase job satisfaction
Does Money Motivate?
• Yes or no • Many sources list it as most important
• Others minimize importance
• One study in the U.S.A. indicated that – White-collar workers listed money as 10th
– Blue-collar workers list as most important
• Importance varies by individual– Necessary to maintain lifestyle
McClelland’s Needs
Need for Achievement –need for excellence, competition, challenging goals, persistence, and overcoming difficulties
Need for Power – need to influence others, change people or events, and make a difference in life
Need for Affiliation - need for warm, close, intimate relationships with others
Applying Motivational Theory
• Job Design– Job enlargement– Job enrichment– Job rotation or cross training
• Work Schedule– Compressed work week– Flextime– Job sharing– Telecommuting
Applying Motivational Theory, cont.
• Recognition, Empowerment, & Economic Incentives
– Formal recognition
– Employee empowerment
– Monetary incentives
• Variable pay
Factors That Must Be Present In Order For A Person To Be Motivated
• Fulfillment of one’s basic needs
• Healthy work environment
• Security in one’s employment
• Knowledge and ability to do the job required
• Knowledge of the practiced employee policies and procedures
Factors that contribute to Employee's Motivation
• We are making a contribution
• Supervisor’s praise
• Respect of colleagues and peers
• Being informed of happenings
• Having meaningful & interesting work
How to improve your self-motivation skills?
• Stop Procrastinating• Eliminate all Negativity• Take Responsibility • Be Realistic • Make Concrete Plans• Give Yourself Rewards
Importance of Motivation in Army
It is important as an army leader that you be able to motivate subordinates to accomplish a physically challenging task or perform a hazardous task that is dangerous and life threatening.
MOTIVATION TECHNIQUES FOR ARMY PERSONNEL
Serving as the ethical standard bearerDeveloping cohesive teamsRewarding and PunishingRecognize and meet subordinate needsServe as and develop positive role
models
• HOW WOULD YOU SERVE AS AN ETHICAL STANDARD BEARER?– By being decent, honorable and honest
• WHAT CAN HAPPEN IN SITUATIONS WHERE THE LEADER DOES NOT SERVE AS A POSITIVE ROLE MODEL?– Will lack confidence, self discipline, and constantly avoid
doing the right thing.• WHAT ARE SOME THINGS WHICH YOU CAN DO TO
DEVELOP A COHESIVE TEAM ?– Train together; Develop a team; Give the team an
identity and Worth; Participate in sports and social activities, etc.
• REWARDS– Reward individual and team behavior that supports unit
tasks and missions
POSITIVE TOOLS OF MOTIVATION
Set the exampleEstablish clear goals and objectivesObtain recommendations from every leader in
the chain on rewards, training, and awardsUse the established awards system to the
maximumCreate unit level certificates or awards for
individuals and/ or unitsReward the desired behavior of an individual or
group promptlyPresent awards at a retreat, parade, or some
other appropriate unit ceremony
POSITIVE TOOLS OF MOTIVATION (CONT)
Give verbal praise liberally Develop awards and ways of recognizing the
majority of your soldiers who consistently meet or exceed the standard
Promote those who work hard, study hard, achieve standards, and influence others to achieve unit standards
NEGATIVE TOOLS OF MOTIVATIONGive warnings about inappropriate behaviorUse verbal and written reprimands when
appropriateEnsure that every leader in the chain of
command is involved in the process of judicial or non-judicial disciplinary action
Conduct reprimands, counseling, and corrective action as privately and as quickly as possible after an offense
Direct the punishment or counseling at the behavior, not the subordinate
The subordinate must know the desired behavior and be able to perform it acceptably
Motivation Process
1. Identification of Needs• One way to identify needs is by listening carefully. Let the
people talk freely with you and in your presence• Do not interrupt• Pay attention to everything that is being said by everybody• Ask them to explain further anything that you do not understand• Try to remain objective and do not show displeasure • Do not argue• Report back any important statements they make and explain
that what you understand them to mean and allow them to correct what you say
• Review in your own mind their feelings and important statements and identify whether the needs are extrinsic or intrinsic.
Motivation Process Contd.
2. Clearly define your mission and relate your plans and programs with their needs as far as possible. In other words, help them see your plans and programs as contributing to achievement of their own goals and needs.
3. Make sure to help acquire all resources - technical, personnel, political, financial.
4, Encourage all the time while they are undertaking the activities.
5. Provide timely and honest feedback on the performance
Thank you for Listening