Motivating Performance

Presented by KARMA Corporation

Motivating Performance

Group Members:

Michael BennettRichard ConnAngela CopelandAnniruddha JainKaren Hung

Motivating Performance

"Management means helping people to get the best out of themselves, not organizing things."

- Lauren Appley

Motivating Performance

• Survey: What motivates you?

• Introduction

• Definition

• Roles

Motivation Myths:

1. I can motivate people.2. Money is a good motivator.3. Fear is a damn good motivator.4. What motivates me motivates my

employees.5. Increase job satisfaction = increased job

performance.6. Employee Motivation is a science.

Motivating Performance

Motivation is changing!

George Elton Mayo

Frederick Herzberg

Frederick Winslow Taylor

Abraham H. Maslow

Motivation Theories

http://www.projectalevel.co.uk/

Motivation Theories

• Frederick Winslow Taylor– US Inventor and Industrial Engineer – 1856 – 1915

– Clear delineation of authority– Responsibility– Separation of planning from operations– Incentive schemes for workers– Management by exception– Task specialization

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http://en.wikipedia.org

Motivation Theories

• George Elton Mayo– Australian-born Psychologist – 1880 – 1949 – Hawthorne Experiments

• Western Electric Company, Chicago1. Group / Individual2. Status3. Informal Groups

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http://web.utk.edu

Motivation Theories

• Abraham H. Maslow– American Psychologist and Philosopher– 1908 – 1970 – Maslow’s Hierarchy of Needs

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http://www.projectalevel.co.uk

• Frederick Herzberg– Professor of Psychology – 1923 – 2000

Motivation Theories

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Essentials of Org. Behavior

Motivation Theories

• Contemporary Motivational Theory

– McClelland’s Theory of Needs– Goal-Setting Theory– Job Design Theory– Equity Theory– Expectancy Theory

Employees’ Needs

Beautiful Home

Dream Vacation

Career Growth

Retirement Treat Love & Recognition

Employees’ Needs

Financial FreedomHealth Fitness

Real Happiness

Employees’ Needs

Survey• Source: Goalmanager employee motivation survey

2000 • What do you like about your current job? What are

the things that keep you there?• What would lure you away from your current job? • What could your company do to help make your

work more meaningful?

What do you like about your current job? What are the things that keep you there?

(1) People and work environment 66%

(2) The management cares about me/Good relationship with management

33%

(3) Challenging and exciting job 33%

(4) Flexibility 24%

(5) Salary 19%

(6) Autonomy and creative freedom with job

16%

(7) Training and learning opportunities 13%

(8) Stock options 9%

(9) I like the product/technology 9%

(10) Team work 8%

What would lure you away from your

current job?

(1) More pay 43%

(2) Career growth opportunities 40%

(3) Better commuting, better office location

20%

(4) Better benefits, such as a private office and retirement

20%

(5) Better people/better manager 11%

(6) Better incentives and flexibility 11%

(7) More challenging job 10%

(8) I wouldn't leave my organization!!! 10%

(9) Choosing a different career path 8%

(10) Working too many hours 3%

What could your company do to help

make your work more meaningful?

(1) More perks and incentive programs 18%

(2) Pay me more 18%

(3) Improve recognition and rewards 18%

(4) Improve communications 14%

(5) Empowerment/Creative freedom with job

14%

(6) I wouldn't stay once I decided to leave.

10%

(7) More interesting work/more meaningful work

8%

(8) Give me a promotion and a better career path

8%

(9) Remove a bad manager 5%

(10) Provide us with better products 5%

Recognition for Works

Employees’ Needs

• Love and Recognition• Money• Flexibility & Autonomy• Challenges• Balanced Life Style• Career Growth• Job Security• Other

Leadership Styles

• Laissez-Faire• Democratic• Autocratic

5 Lessons on Motivation by Jack Welch

• Tell people to never allow themselves to become victims. . ..They should go somewhere else if that's how they feel.

• Constantly refine your gene pool.

• Grade on a curve.

• Instead of giving people specific operating goals, challenge them to give you every growth idea they've got.

• You can't just reward people with trophies.

Reward them in the wallet, too.

Conclusion - making the pieces fit

“To understand motivation one must understand human nature itself”*

Job performance = f(ability)(motivation)

• Motivation strategies must reflect the culture of the company

• Employee needs can change

• No ‘one-size fits all’ approach

*Taken from ‘Theorists and their theories’

Other things to consider

Cross cultural implications

• Maslow’s theories apply to more achievement based,

risk-taking Anglo-American cultures.

• Japanese, Mexican and Greek cultures have greater

‘uncertainty avoidance’ needs.

• Scandinavian cultures would have more social needs.

• France, Portugal and Chile not receptive to ‘Goal-setting’ theory.

Some Suggestions

• Positive reinforcement (constructive criticism).

• Treating employees fairly. • Satisfying employees needs.• Setting work related goals.• Base rewards on job performance.• Restructuring jobs.

Questions?