M O T I V A T I N G T H E G R U M B L E S

GRUMBLE THEORY IN THE

WORKPLACE

PRESENTERS

Michael Crumpton, MLS, SPHR

macrumpt@uncg.edu

Kathy Bradshaw, MLIS, SPHR, SHRM-SCP

akbradsh@uncg.edu

University Libraries

University of North Carolina at Greensboro

LEARNING OBJECTIVES

• Understand how employee "Grumbles" are driven

by basic needs.

• Recognize that some complaints are indirectly

driven by other factors.

• Learn how to respond to the correct problem in

terms of motivation.

• Discuss what's wrong when no one is complaining.

WHO ARE YOU?

• What type of library

do you work in?

• Public

• Academic

• Community college

• School K-12

• Special

• Other

• Do you supervise

other people at

your workplace?

• Yes

• No

• On occasion

MOTIVATION

• “WHY” of behavior

• Psychological phenomena not directly observed

• Connection between need satisfaction and psychological health

• Making sense of observed behaviors

BEHAVIORS

• Behaviors• Initiation

• Energization

• Direction

• Historical references• Instinct

• Drive theory

• Learning• With stimulus

• Behaviors are motivated

• Must also consider:• Biological

• Cultural

• Situational

Basic keys to motivation

MASLOW’S

HIERARCHY OF

NEEDS

EXAMPLE: SAFETY

• Organizational

change of

removing guards

• Perceived impact

to safety in the

workplace

• Training and

communication on

real security status

WORKPLACE GRUMBLES

GRUMBLE THEORY

• Low Grumbles – complaints regarding biological or

physiological needs satisfaction

• High Grumbles – concerns over esteem and/or self-

esteem issues

• Meta-grumbles – higher level complaints concerns

value of human life, truth, justice, beauty,

perfection, etc.

LOW GRUMBLES

• Food

• Sleep

• Shelter

• Health

• Workplace

• Safety

• Comfort

• Non-restrictive

HIGH GRUMBLES

• Dignity

• Self-respect

• Respect from others

• Praise

• Rewards

• Worthiness

• Preconditioned that

basic needs are met

METAGRUMBLES

Meta-needs

Perfection Beauty

Justice Truth

ORGANIZATIONAL HEALTH

• The study of the level of complaints can be tied to

the health of the organization.

HUMANS WILL ALWAYS COMPLAIN

MASLOW

-high level self-actualizers focus on

moving forward with their lives,

according to their values, avoid

blaming or resenting others and learn

from past experiences-

-”What a man can be, he must be”

SELF-ACTUALIZATION

• Self-aware, focused on personal growth

• Interest is with fulfillment of personal

accomplishments or intended destiny

• Self-indulgence = enjoyable

• Meta-regulation of mood

MOTIVATION FOR MORE

• One of Maslow’s main points is that we are always

desiring something and rarely reach a state of

complete satisfaction.

INDIVIDUALIZATION

• Different needs or grumbles presented at difference

levels of the hierarchy require different

management principles for consideration

MOTIVATION

• Intricately linked to

emotions

• Impacts social

achievement goals

• Regulated with EI

MOTIVATION AND EI

Motivation

• Enthusiasm

• Initiative

• Persistence

• Positive attitude

Emotional intelligence

• Creativity

• Passion

• Optimism

• Drive

EMOTIONAL INTELLIGENCE

TIPS FOR MANAGERS &

SUPERVISORS

HOW YOU CAN MANAGE THE GRUMBLES

QUESTION FOR YOU

• How many hours a week do you spend managing

grumbles and complaints?

• 0-5

• 6-10

• 10-15

• More than 15

GRUMBLES VS. COMPLAINTS

• Harassment

• Bullying

• Justice

• Pay

• Assignments

• Fairness

• EEO issues

• Job satisfaction

ASSOCIATING THE

GRUMBLES/COMPLAINTS

Low grumbles >>>>> smoke, conflict, disagreement

High grumbles >>>>>> bullying, harassment

Meta grumbles >>>>>> toxic environment, disarray

ADDRESSING THE PRE-CONDITIONS

• Are basic needs met in the workplace for comfort,

i.e., temperature, ergonomics, lighting, etc.

• Are safety concerns addressed; security, OHSA

standards, MSDS compliance, etc.

• Are recognition programs in place to provide

opportunities to develop or enhance self-esteem

RAISING THE LEVEL OF NEED

• Self-awareness

• Self-confidence

• Self-control

• Knowledge

• Attitude

• Behavior

APPLYING KAB FOR SELF-

ACTUALIZATION

• Workplace

attributes

• Training

• Professional

development

• Morale boosters

• Positive

reinforcement

• Management

coaching

RESPONDING TO GRUMBLES

• What level of needs have been met?

• Are bad behaviors creating negative emotions?

• Does incivility eat away at workplace culture?

• Do the grumbles hold water?

WHAT IS YOUR ROLE IN THE PROCESS?

• Ask yourself if you actually have the ability to solve the problem?

• If you don’t make that clear to the employee; help them navigate where they need to go

SEGMENT COMPLAINTS BY ISSUES…

Distinguish between:

• Service related complaints (other depts. not meeting deadlines, etc.)

• Career frustrations, salary woes, etc. that you can’t fix

• Ask the employee what steps they have taken to resolve the issue? What is their role in solving the issue?

……OR AT LEAST REDUCED!

WHAT IS CLIMATEQUAL®?

http://libres.uncg.edu/ir/uncg/listing.aspx?styp=ti&id=17926

Who has conducted a Climate Qual survey in their library?

PROCESS

• Implementation team

• Marketing of concept

• Survey

• Initial results

• Focus groups

• Solution gathering

• Actions identified

• Low cost solutions

• Re-assessment

RESULTS AND GRUMBLES

• EPA/SPA = exempt/non-exempt = manager or not

• Staff recognition

• MBWA

• Organization is siloes (petty tyrannies)

• Communication (how resolved)• Transparency of

management

• Meetings more 2 way

• High grumble

• High grumble

• Meta-grumble

ACTIONS FOR IMPROVEMENTS

• Instituting a staff recognition week

• Period town hall meetings

• More visible appreciation and recognition

• Enhanced information sharing across all levels of

staff

• Open house activities between departments

• Integrated communication activities

POSSIBLE WAYS TO REDUCE GRUMBLES

• Recognize bad behaviors and find ways to address before they become complaints

• Do not reward bad behavior

• Assess workplace culture to determine what Grumbles are shared overall

• Focus on workplace justice as a means to improve organizational health• Fairness, procedures and reactions

• Review training programs, codes of conduct

• Promote active Emotional Intelligence activities

REFERENCES

• An Investigation of Maslow’s Need Hierarchy and “grumble” theories, Gail Stansbury Brown, The University of Texas at Austin, 1991

• Are You a Metagrumbler?, James Napier, 2007

• Emotional Intelligence and the Construction and regulation of feelings, John Mayer and Peter Salovey, Applied & Preventive Psychology, 4:197-208, Cambridge University Press, 1995

• Eupsychian Management, A Journal, Abraham Maslow, Dorsey Press,1965

• Manager’s Pocket Guide to Emotional Intelligence, Emilty Sterrett, HRD Press, 2000

• Maslow on Management, Abraham Maslow, John Wiley and Sons, Inc., 1998