Motivating EmployeesMotivating Employees

Motivating EmployeesMotivating Employees

Our Motivating TipsOur Motivating Tips

Major Motivational TheoriesMajor Motivational TheoriesThere are three major motivational There are three major motivational theories that are observed in modern theories that are observed in modern businessbusiness– McGregor’s X/Y Theory and Group McGregor’s X/Y Theory and Group

ExerciseExercise– Maslow’s Hierarchy of Needs and Maslow’s Hierarchy of Needs and

ExerciseExercise– Herzberg’s Theory and Group DiscussionHerzberg’s Theory and Group Discussion

McGregor’s X/Y TheoryMcGregor’s X/Y TheoryAn American social psychologist, An American social psychologist, Douglas McGregor, proposed his Douglas McGregor, proposed his famous X-Y theory in his 1960 book famous X-Y theory in his 1960 book 'The Human Side Of Enterprise'. 'The Human Side Of Enterprise'. – McGregor's X-Y Theory remains a valid McGregor's X-Y Theory remains a valid

basic principle from which to develop basic principle from which to develop positive management style and positive management style and techniques. techniques.

Theory “X”Theory “X”Theory “X” has these basic premisesTheory “X” has these basic premises– Most people are naturally lazy and don’t like to Most people are naturally lazy and don’t like to

workwork– Most people lack ambition and need a club Most people lack ambition and need a club

over their heads in order to make them workover their heads in order to make them work– Most people prefer to be told what to do, and Most people prefer to be told what to do, and

they avoid responsibilitythey avoid responsibility– Most people resist changeMost people resist change– Most people are gullible and not overly Most people are gullible and not overly

intelligentintelligent– Most people are motivated by money and Most people are motivated by money and

status rewardsstatus rewards

Theory “Y”Theory “Y”Theory “Y” has these basic premisesTheory “Y” has these basic premises– People do not dislike work, and may actively People do not dislike work, and may actively

seek itseek it– People do not need authoritarian leadership People do not need authoritarian leadership

and prefer a participative kind of managementand prefer a participative kind of management– People prefer setting their own goals rather People prefer setting their own goals rather

than have someone else set themthan have someone else set them– People do not shirk responsibility but rather People do not shirk responsibility but rather

seek itseek it– People who understand and care about what People who understand and care about what

they are doing can devise and improve their they are doing can devise and improve their own methods of doing workown methods of doing work

– People constantly grow and are motivated at People constantly grow and are motivated at work by interesting and challenging tasks.work by interesting and challenging tasks.

What is most important to What is most important to understand about these two theories understand about these two theories are that they relate to how are that they relate to how managers managers picture their employeespicture their employees not how the not how the employees really are.employees really are.

MaslowMaslowMaslows hierarchy of needsMaslows hierarchy of needs– Physiological needsPhysiological needs

The basic drives, including the need for food, The basic drives, including the need for food, rest and shelterrest and shelter

– Safety and Security needsSafety and Security needsFreedom from fear, danger, uncertainty Freedom from fear, danger, uncertainty about employmentabout employment

– Social needsSocial needsFriendly work relationships in harmonious Friendly work relationships in harmonious atmosphereatmosphere

– Esteem and self respectEsteem and self respectEgo or status needs, praise for a job well Ego or status needs, praise for a job well donedone

– Self-realizationSelf-realizationThe need for self-fulfullment, creativityThe need for self-fulfullment, creativity

Physiological Needs

Safety/Security

Social Needs(Belonging, friendship)

Ego Self-esteem,

Status

Self Fulfillment

Herzberg’s Motivation TheoryHerzberg’s Motivation TheoryAchievementAchievement– Opportunity for accomplishment and Opportunity for accomplishment and

contributioncontributionRecognitionRecognition– Acknowledgement and appreciation for Acknowledgement and appreciation for

contributionscontributionsResponsibilityResponsibility– Acquisition of new duties and Acquisition of new duties and

responsibilitiesresponsibilities

AdvancementAdvancement– Opportunity to advance as a result of job Opportunity to advance as a result of job

performanceperformanceThe Work itselfThe Work itself– Opportunity for self-expression, personal Opportunity for self-expression, personal

satisfaction and challengesatisfaction and challengePossibility of growthPossibility of growth– Opportunity to increase knowledge and Opportunity to increase knowledge and

develop through job experiencesdevelop through job experiences

Exercise Exercise

Managers Dilemma #1Managers Dilemma #1

Exercise Exercise

Managers Dilemma #2Managers Dilemma #2

ExerciseExercise

Job Factor’s SurveyJob Factor’s Survey

Dealing with Problem or Marginal Dealing with Problem or Marginal EmployeesEmployees

Describe the problem or poor work habit in Describe the problem or poor work habit in a friendly manner.a friendly manner.– Indicate why it is a concernIndicate why it is a concernInvite the employee to share his or her Invite the employee to share his or her “side of the story”“side of the story”– Show interest in what he or she is saying Show interest in what he or she is saying

through proactive listeningthrough proactive listeningFocus on the changes you want from the Focus on the changes you want from the employeeemployee– NotNot the complaints you might have had about the complaints you might have had about

their performancetheir performance

Avoid threats and punishments as a Avoid threats and punishments as a means to improve behaviormeans to improve behavior– Ask the employee for their ideas and solutions Ask the employee for their ideas and solutions

to solve the problemto solve the problemAsk the employee to consider the positive Ask the employee to consider the positive consequences of improving his or her consequences of improving his or her actionsactions– Self, the organization, other workers, etc.Self, the organization, other workers, etc.Agree on a performance-change objective Agree on a performance-change objective and a plan of action. Offer your help.and a plan of action. Offer your help.

ExerciseExercise

Action PlanAction Plan

Handout SheetsHandout Sheets