MODERN MOTIVATION THEORIESFor the managers and project managers

http://www.motivationhacker.com/

Motivation and Engagement• Motivation - the general desire or willingness of someone to do something. (Oxford Dictionaries)

• Engagement - employees as those who are involved in and enthusiastic about their work and workplace. (Gallup)

• Try engagement – not carrots and sticks motivation

20th century motivation approach

Majority of Employees Not Engaged• Gallup has been tracking employee engagement in

the U.S. since 2000. They found out that less than one-third of U.S. employees have been engaged in their jobs and workplaces during these 15 years.

• According to Gallup Daily tracking, 32% of employees in the U.S. are engaged -- meaning they are involved in, enthusiastic about and committed to their work and workplace. Worldwide, only 13% of employees working for an organization are engaged. http://www.gallup.com/businessjournal/188033/worldwide-employee-engagement-crisis.aspx

How do we engage our employees? How do we inspire our employees to work harder and become more proud of the company they work for?

Modern Theories• Self-Determination Theory Daniel Pink• RESPECT Model Paul Marciano • ABCD Model Ken Blanchard• SCARF Model Neuroleadership David Rock

Daniel Pink

http://www.danpink.com/

Behavioral scientists often divide what we do on the job or learn in school into two categories: “Algorithmic task” - you follow a set of established instructions down a single pathway to one conclusion. E.g. grocery checkout clerk.“Heuristic task” – no algorithm exists for it, you have to experiment with possibilities and devise a novel solution. E.g. creating an ad campaign.

McKinsey quarterly 4, 2005

Type X and Type I behavior• Extrinsically motivated• Believe they have a ceiling• Money the only motivation• Rewards getting more

expensive• Greater public self-

consciousness

• Intrinsically motivated• Made not born• Almost always outperform

Type X• Care about money and

recognition • Renewable Resource• Greater physical and mental

well-being

Self-Determination Theory We have 3 innate psychological needs - competence, autonomy and relatedness. When these needs are satisfied, we are motivated, productive and happy.

When they are thwarted, our motivation, productivity and happiness plummets.

Autonomy

• Over task – what task we do.• Time – when we do it.• Team – with whom we do it.• Techniques – how we do it.

Mastery

• Mindset – person is engaged, not compliant. • Pain – grit.• Asymptote – approach mastery but never achieve.

Manager should offer a “Goldilocks tasks” to employees - not too hard and not too easy. The challenges should exquisitely matched to the abilities.

Purpose

Connect with a cause larger than oneself.• Goals• Words• Policies

Paul Marciano

http://www.paulmarciano.com/respect-model/

RESPECT MODEL• Recognition - take the time to let others know that their work is appreciated.

• Empowerment - provide others with the tools, training, resources, opportunities and information to be successful.

• Supportive Feedback - deliver regular, constructive performance feedback in a positive and supportive manner.

• Partnering - fosters collaborative working relationships at the individual, team and organizational level.

• Expectations - set clear expectations and holds people accountable.

• Consideration - show thoughtfulness and consideration toward others.

• Trust - demonstrates and engenders trust in others.

Ken Blanchard

http://www.kenblanchard.com/

ABCD MODEL• Able – demonstrate competence.• Believable – act with integrity.• Connected – care about others.• Dependable – maintain reliability.

David Rock

http://www.davidrock.net/resources/

SCARF MODEL

Away from threat response

Toward reward response

StatusCertaintyAutonomyRelatednessFairness

SCARF MODEL• Status - relative importance to others.• Certainty - being able to predict the future.• Autonomy - provides people a sense of control

over events.• Relatedness - a sense of safety with others.• Fairness - a perception of fair exchanges

between people.

How do you motivate and engage your employees?