Motivating Employees

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Motivating Employees
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Motivating Employees

• Our Motivating Tips

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Major Motivational Theories

• There are three major motivational theories that
  are observed in modern business
• McGregors X/Y Theory and Group Exercise
• Maslows Hierarchy of Needs and Exercise
• Herzbergs Theory and Group Discussion

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McGregors X/Y Theory

• An American social psychologist, Douglas
  McGregor, proposed his famous X-Y theory in his
  1960 book 'The Human Side Of Enterprise'.
• McGregor's X-Y Theory remains a valid basic
  principle from which to develop positive
  management style and techniques.

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Theory X

• Theory X has these basic premises
• Most people are naturally lazy and dont like to
  work
• Most people lack ambition and need a club over
  their heads in order to make them work
• Most people prefer to be told what to do, and
  they avoid responsibility
• Most people resist change
• Most people are gullible and not overly
  intelligent
• Most people are motivated by money and status
  rewards

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Theory Y

• Theory Y has these basic premises
• People do not dislike work, and may actively seek
  it
• People do not need authoritarian leadership and
  prefer a participative kind of management
• People prefer setting their own goals rather than
  have someone else set them
• People do not shirk responsibility but rather
  seek it
• People who understand and care about what they
  are doing can devise and improve their own
  methods of doing work
• People constantly grow and are motivated at work
  by interesting and challenging tasks.

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

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Maslow

• Maslows hierarchy of needs
• Physiological needs
• The basic drives, including the need for food,
  rest and shelter
• Safety and Security needs
• Freedom from fear, danger, uncertainty about
  employment
• Social needs
• Friendly work relationships in harmonious
  atmosphere

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• Esteem and self respect
• Ego or status needs, praise for a job well done
• Self-realization
• The need for self-fulfullment, creativity

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Herzbergs Motivation Theory

• Achievement
• Opportunity for accomplishment and contribution
• Recognition
• Acknowledgement and appreciation for
  contributions
• Responsibility
• Acquisition of new duties and responsibilities

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• Advancement
• Opportunity to advance as a result of job
  performance
• The Work itself
• Opportunity for self-expression, personal
  satisfaction and challenge
• Possibility of growth
• Opportunity to increase knowledge and develop
  through job experiences

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Exercise

• Managers Dilemma 1

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Exercise

• Managers Dilemma 2

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Exercise

• Job Factors Survey

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Dealing with Problem or Marginal Employees

• Describe the problem or poor work habit in a
  friendly manner.
• Indicate why it is a concern
• Invite the employee to share his or her side of
  the story
• Show interest in what he or she is saying through
  proactive listening
• Focus on the changes you want from the employee
• Not the complaints you might have had about their
  performance

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• Avoid threats and punishments as a means to
  improve behavior
• Ask the employee for their ideas and solutions to
  solve the problem
• Ask the employee to consider the positive
  consequences of improving his or her actions
• Self, the organization, other workers, etc.
• Agree on a performance-change objective and a
  plan of action. Offer your help.

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Exercise

• Action Plan

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• Handout Sheets

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