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How to motivate less productive people at work for improved Performance

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How to motivate less productive people at work for improved Performance Presented By T.M.Jayasekera, B.Sc.Eng.,MBA,FIM C.Eng.,MICE,FIE,FCIWEM(Lond.) – PowerPoint PPT presentation

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Title: How to motivate less productive people at work for improved Performance


1
How to motivate less productive people at work
for improved Performance
  • Presented By
  • T.M.Jayasekera, B.Sc.Eng.,MBA,FIM
  • C.Eng.,MICE,FIE,FCIWEM(Lond.)
  • Management Specialist

2
WHAT IS SUCCESS
  • SUCCESS OF ORGANIZATIONS DEPENDS ON THE
    EFFECTIVENESS OF THE PEOPLE, WHICH IS ALSO THE
    SUCCESS OF PEOPLE.
  • THE EFFECTIVENESS OF PEOPLE IS DEPENDENT ON THE
    WAY THEY ACT AND BEHAVE,
  • IN OTHER WORDS, HOW EVERYONE PERFORM IN THEIR
    AREAS OF ACTIVITY

3
MOTIVATING YOUR PEOPLE
  • Motivating workers involve inspiring them to
    contribute to the goals of the organization
  • It is up to the Manager to select a specific
    approach to motivate the workforce and then
    decide how best to apply it
  • How a manager goes about this will depend to some
    extent on what he believes people want from their
    work
  • The key is then to establish what motivates
    people
  • THERE IS NO SIMPLE ANSWER TO THIS

4
The common mistakes managers make
  • 1. Selecting the wrong approach
  • 2.Wrong application of the selected approach
  • 3. Incorrect belief in what people really want
  • THIS IS WHY WE FIND IT DIFFICULT TO MOTIVATE
    PEOPLE

5
Selecting wrong approach is mainly due to wrong
assumptions
SATISFACTION
PERFORMANCE
It is about attitudes and feelings and individual
may have about his job
6
THREE MAJOR FACTORS THAT PROVIDE MOTIVATION TO
WORK The three orientations
  • This is the truth!
  • Motivation to work is dependent on
  • 1.ECONOMIC REWARDS Pay, fringe benefits,
    material goods and security- Instrumental
    orientation -concerned with other things
  • 2.INTRINSIC SATISFACTION- Nature of work itself,
    interest in the job, personal growth and
    development Personal orientation concerned
    with oneself
  • 3.SOCIAL RELATIONSHIPS-friendships, group
    working, desire for affiliation, status and
    dependency Relational orientation concerned
    with other people

7
MANAGERS RESPONSIBILITY
  • As a Manager you are responsible for getting
    work done from others efficiently and effectively
  • If you cannot fulfill this responsibility then
    you will be identified as a failure
  • REMEMBER!YOU CANNOT FULFILL THIS RESPONSIBILITY,
    UNTIL YOU UNDERSTAND WHAT MOTIVATES BOTH YOU AND
    THEM

8
MOTIVATION IS EVERYBODYS PROBLEM
  • CONSIDER THESE SITUATIONS
  • 1.Your employee just wont meet the required
    deadlines
  • 2.Your younger children continually shirk their
    chores, or your teenager wont do the assigned
    homework
  • 3.As the leader of a group you need to get the
    things rolling for a fund raiser
  • 4.Your superiors are always on your tail- and you
    need to motivate them to get off
  • 5.You are a salesman and you want to motivate
    your clients to buy
  • 6.You are a teacher and would like to motivate
    your students to do better

9
THIS IS ONLY THE BEGINNING
  • FROM THE TIME WE GET UP IN THE MORNING TO THE
    TIME WE GO TO BED IN THE NIGHT WE RUN IN TO
    DOZENS OF SITUATIONS WHERE WE NEED TO MOTIVATE
    OTHERS
  • ARE YOU FRUSTRATED IN YOUR EFFORTS?

10
IS THIS THE SET OF IMPLICIT EXPECTATIONS
  • 1 TO WORK DILIGENTLY TO ACHIEVE ORGANIZATIONAL
    GOALS AND TO ACCEPT THE IDEOLOGY OF THE
    ORGANIZATION
  • 2 INVOLVEMENT, COMMITMENT AND INITIATIVE
  • 3 TO PERFORM THE TASKS EFFICIENTLY AND
    EFFECTIVELY
  • 4 TO ACCEPT AUTHORITY AND ASSUME RESPONSIBILITY
  • 5 TO ACHIEVE INTEGRATION AND COORDINATION OF
    ACTIVITIES

11
IS THIS THE SET OF IMPLICIT EXPECTATIONS
  • 6 REQUIRING ADHERENCE TO POLICIES RULES AND
    PROCEDURES
  • 7 ATTAINING RESPONSIVENESS TO LEADERSHIP AND
    INFLUENCE
  • 8 TO SHOW LOYALTY TO THE ORGANIZATION
  • 8.NOT TO BETRAY POSITIONS OF TRUST AND NOT TO
    ABUSE THE GOODWILL SHOWN BY MANAGEMEN
  • 10 TO UPHOLD THE IMAGE OF THE ORGANIZATION

12
THIS IS WHAT THE WORKERS HAVE BEEN LOOKING FOR
  • FROM MANAGEMENT,
  • 1 TO PROVIDE SAFE AND HYGENIC WORK CONDITIONS
  • 2 TOMAKE EVERY REASONABLE EFFORT TO PROVIDE JOB
    SECURITY
  • 3 ATTEMPT TO PROVIDE CHALLENGING AND SATISFYING
    JOBS AND REDUCE ALIENATING ASPECTS OF WORK
  • 4 ADOPT EQUITABLE PERSONAL POLICIES AND
    PROCEDURES
  • 5 ALLOW STAFF TO GENUINELY PARTICIPATE IN
    DECISIONS WHICH AFFECT THEM

13
THIS IS WHAT THE WORKERS HAVE BEEN LOOKING FOR
  • 6 TO PROVIDE REASONABLE OPPORTUNITIES FOR
    PERSONAL DEVELOPMENT AND CAREER PROGRESSION
  • 7 TO TREAT MEMBERS OF STAFF WITH RESPECT
  • 8 DEMONSTRATE AN UNDERSTANDING AND CONSIDERATE
    ATTITUDE TOWARDS PERSONAL PROBLEMS OF STAFF

14
THERE APPEARS TO BE A MISMATCH BETWEEN THE
EXPECTATIONS OF THE PEOPLE AND THAT OF THE
ORGANIZATION
15
HAVE YOU BEEN ABLE TO GIVE THIS TO THEM
  • THAT IS WHY THE SITUATION IS LIKE THIS
  • IT IS VERY UNLIKELY THAT EXPECTATIONS OF
    INDIVIDUALS OR ORGANIZATIONS ARE MET FULLY
  • THERE IS APPEARS TO HAVE NO BALANCE
  • HAVE YOU REALLY (EVER!)LISTENED TO THEM?

16
PEOPLE AND ORGANIZATIONS NEED EACH OTHER
  • The psychological contract involves a series of
    expectations between people and organizations
  • Even though they are not defined formally and
    they may not be consciously aware of them still
    they affect the relationship between them
  • Therefore attention should be focused on
    improving the people- organization relationship

17
A WAY OUT
ORGANIZATIONAL NEEDS High productivity Low
absenteeism Cooperation Industrial Harmony
Constructive disagreements Low labour turnover
INDIVIDUAL NEEDS Physical well being Job
satisfaction Personal development Achievement
Respect from work group and the org.
If these needs are met
Contended productive workforce
18
EARLY DEVELOPMENTS IN THE AREA OF MOTIVATION?
19
Development of thinking on motivation
  • 1. Early days- Doing a Job is a matter of life
    and death survival instinct as a powerful
    motivator
  • 2. Industrial Revolution- Healthy and contented
    work force positively inclined towards the
    organization and happy to work for it
    organization as a family and paternalistic
    approaches-
  • 3.Cruder view of Compulsion as a motivator-
    People are rational creatures whose sole
    motivation is economic and the desire to avoid
    pain and find pleasure through financial gain was
    the only way of motivation
  • Therefore people will only work if the reward is
    big enough or the punishment for failure is
    sufficiently unpleasant

20
Development of thinking on motivation
  • 4. Scientific Management through combination of
    fear and reward
  • 5. Human Relations approach through social
    interaction
  • 6. Modern approaches cause and effect
    approaches

21
WHAT IS MEANT BY MOTIVATION
  • IT IS ANY INFLUENCE THAT BRINGS OUT DIRECTS OR
    MAINTAIN PEOPLES GOAL DIRECTED BEHAVIOUR

22
PROCESS OF MOTIVATION
  • Motivation is a management process of
    influencing peoples behaviour based on the
    knowledge of what makes people tick
  • Motivation deals with a range of conscious human
    behaviour between the two extremes reflex actions
    Such as sneeze or flutter of eyelids and learned
    habits such as your handwriting style or
    brushing of your teeth

23
WHAT IS MEANT BY MOTIVATION
  • It is a human psychological characteristic that
    contributes to a persons degree of commitment
  • It includes factors that cause, channel and
    sustain human behaviour in a particular committed
    direction

24
Basic assumptions in MOTIVATION
  • 1. Motivation is commonly assumed to be a good
    thing
  • 2.Motivation is one of the several factors that
    goes in to a persons performance
  • 3.Motivation is in short supply and in need of
    periodic replenishment
  • 4.It is a tool with which managers can arrange
    job relationships

25
Everybody is engaged in motivation
  • In this world ,every one needs to motivate others
    and we all do it whether we realize it or not
  • Babies motivate parents - How?
  • Parents motivate children -To work hard learn -
    How?
  • Managers motivate their subordinates - To get
    goals achieved - How?
  • So- motivation is natural !

26
Motivation is natural
  • In this world ,every one needs to motivate others
    and we all do it whether we realize it or not
  • Babies motivate parents - By crying
  • Parents motivate children -To work hard learn -
    Carrot and stick
  • We motivate our subordinates - To get goals
    achieved - by threats and Punishments
  • So- motivation is natural

27
Rewards of motivation is natural too
  • Babies love their mothers. They their mothers
  • Children love their parents. They like their
    parents
  • Workers! Do they love their Managers ? Do they
    like their Managers ?
  • THIS IS THE MILLION DOLLAR QUESTION?

28
What successful Managers do
  • Take a minute to think of the most successful
    manager that you know of
  • Does he or she motivate their staff
  • I would be most surprised if they didnt
  • How do they motivate their staff

29
This is how they perform
  • 1. Enthusiastic 7. Encourage others
  • 2.Communicate effectively 8. Ask for suggestions
  • 3.Listen to others 9. Cooperative
  • 4. Willing to help 10.Dead on target
  • 5. Committed
  • 6. Positive
  • These are the secrets of successful motivation

30
What unsuccessful Managers do
  • Take a minute to think of an unsuccessful manager
    you know of
  • How do they behave
  • Does he or she get things done from people
  • What can we learn from his behaviours

31
This is how they perform
  • 1.No cooperation 6. Miss deadlines
  • 2. Do not delegate 7. Complain
  • 3.Tardiness ,absence 8. Not measuring up to
    std.
  • 4. Not committed 9. Blame others
  • 5. Fault finders 10. Negligence
  • These are the reasons for failure

32
The people who Motivate can be of different types
  • Great motivators can have quite different
    personalities .They had special skills -learned
    or acquired
  • e.g.
  • Mahatma Gandhi-led the movement for independence
    in a non violent manner
  • Field Marshall Montgomery -was a great military
    leader who motivated his troops to fight
  • Both have learned the secrets of successful
    motivation

33
How to be a successful Manager
  • As a manager you will have to achieve results
  • A manager is judged by results or accomplishments
  • Results are normally achieved through people
  • It has been proved that motivated people achieve
    better results more quickly
  • So motivation of staff is in the managers own
    interests and is also in the managers hands
  • A successful manager always motivates staff

34
THE PROCESS OF MOTIVATION
DESIRED GOALS
NEEDS OR EXPECTATIONS
DRIVES
BARRIER
PROBLEM SOLVING
Constructive Behaviour
Destructive Behaviour
RESTRUCTURING (Alternative Goal )
FRUSTRATION
WITHDRAWAL
AGGRESSION
REGRESSION
FIXATION
35
FACTORS INFLUENCING FRUSTRATION
  • THE FACTORS THAT DETERMINE AN INDIVIDUALS
    REACTION TO FRUSTRATION ARE
  • The level of need
  • The degree of attachment to the desired goal
  • Strength of motivation
  • Perceived nature of the barrier or blocking
    agent
  • Personality characteristics of the individual

36
HOW TO REDUCE POTENTIAL FRUSTRATION
  • THE MANAGERS CAN REDUCE FRUSTRATION THROUGH
  • RECOGNITION AND REWARDS
  • EQUITABLE PERSONNEL POLICIES
  • EFFECTIVE COMMUNICATION
  • PARTICIPATIVE STYLES OF MANAGEMENT
  • JOB DESIGN AND WORK ORGANIZATION
  • EFFECTIVE RECRUITMENT SELECTION AND TRAINING

37
The role of needs in Motivation
Success with goal directed behaviour
Tension Relieved
Individual will Search for ways to relieve
tension
Choose and engage goal directed behaviour
Deficiency in needs satisfaction creates tension
Lack of success with Goal directed behaviour
Deficiency in needs satisfaction still exists
38
Need hierarchy
FULFILLMENT OFF THE JOB
FULFILLMENT ON THE JOB
Education, religion Hobbies, Personal Growth
Opportunities for training Advancement, Growth
and Creativity
SELF ACTUALIZATION NEEDS
Approval of family Friends , community
Recognition, High Status , increased job
responsibilities
ESTEEM NEEDS
Family Friends. Community, Groups
Work groups clients coworkers supervisors
SOCIAL NEEDS
Safe work fringe benefits, job security
Freedom from war,pollution, violence
SAFETY/SECURITY NEEDS
Base salary, air,
Food water sex
PHYSIOLOGICAL NEEDS
39
SOME TIPS FOR MOTIVATORS
  • 1 When people feel good about themselves it is
    easier for them to be motivated because they have
    high self esteem they are not worried about how
    they relate to the world they are not worried
    about what others are thinking about them

40
SOME TIPS FOR MOTIVATORS
  • 2 In conversation give your undivided attention
  • 3 When you give out responsibility let them do it
    their way
  • 4 Involve workers in resolving conflicts with co
    workers
  • 5 Learn to express your feelings honestly

41
SOME TIPS FOR MOTIVATORS
  • 6 Admit when you make a mistake
  • 7 Let every worker express himself creatively
    within the parameters allowed by his job
  • 8 Look at the good in what the person is doing
    ,not just the bad
  • 9 Avoid put-downs
  • 10 Show your workers that you trust them
  • 11 Be fair

42
SOME TIPS FOR MOTIVATORS
  • 12 Separate the worker from his acts -
  • 13When there is a problem let the worker know
    that you displeased with the act not with him
    as a person
  • 14Share the power of decision making

43
SOME TIPS FOR MOTIVATORS
  • 15Dont require more of the worker than he is
    able to do
  • 16Avoid favoritism
  • 17Be kind considerate

44
TEN COMMANDMENTS OF MOTIVATIONAL FAILURE
  • 1 Reward the boss his cronies for successes
    brought about by their subordinates in the
    company
  • 2 Try to be all things to all people at all times
  • 3 Stress activity over results
  • 4 Discourage creative thinking
  • 5 Trying something else when every thing is going
    well

45
TEN COMMANDMENTS OF MOTIVATIONAL FAILURE
  • 6 Keeping very tight control over mundane acts
  • 7 Creating a complex organizational structure
  • 8 Having little or no contact with the customers
  • 9 Emphasizing productivity through programmes
    systems things rather than through people
  • 10 Making the workforce bigger bigger

46
THE END
  • THANK YOU VERY MUCH !
  • T.M.Jayasekera
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