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

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

MOTIVATING YOUR PEOPLE

Motivating workers involve inspiring goals of the organization them to contribute to the 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

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

Selecting wrong approach is mainly due to wrong assumptions

SATISFACTION It is about attitudes and feelings and individual may have about his job PERFORMANCE

THREE MAJOR FACTORS THAT PROVIDE MOTIVATION TO

WORK –The three orientations

• • • • • This is the truth!

Motivation to work is dependent on 1.ECONOMIC REWARDS goods and security with other things –Pay, fringe benefits, material Instrumental orientation -concerned 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

MANAGER’S 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

MOTIVATION IS EVERYBODY’S PROBLEM

•

CONSIDER THESE SITUATIONS

• 1.Your employee just won’t meet the required deadlines • • • • 2.Your younger children your teenager continually shirk their chores, or won’t do the assigned homework • 3.As the leader of a group for a fund raiser you need to get the things rolling 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 to buy your clients 6.You are a teacher and would like to motivate to do better your students

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?

IS THIS THE SET OF IMPLICIT EXPECTATIONS

• • • • • 1 TO WORK DILIGENTLY TO ACHIEVE ORGANIZATIONAL GOALS IDEOLOGY AND TO ACCEPT THE 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

IS THIS THE SET OF IMPLICIT EXPECTATIONS

• • • • • 6 REQUIRING ADHERENCE TO POLICIES AND PROCEDURES RULES 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

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

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

THERE APPEARS TO BE A MISMATCH BETWEEN THE EXPECTATIONS OF THE PEOPLE AND THAT OF THE ORGANIZATION

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?

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

A WAY OUT

INDIVIDUAL NEEDS

Physical well being Job satisfaction Personal development Achievement Respect from work group and the org.

ORGANIZATIONAL NEEDS

High productivity Low absenteeism Cooperation Industrial Harmony Constructive disagreements Low labour turnover If these needs are met Contended productive workforce

EARLY DEVELOPMENTS IN THE AREA OF MOTIVATION?

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

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

WHAT IS MEANT BY MOTIVATION

• IT IS ANY INFLUENCE THAT BRINGS OUT DIRECTS OR MAINTAIN PEOPLE’S GOAL DIRECTED BEHAVIOUR

PROCESS OF MOTIVATION

• Motivation is a management process of influencing people’s 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

WHAT IS MEANT BY MOTIVATION

• • It is a human psychological characteristic that contributes to a person’s degree of commitment It includes factors that sustain cause, channel and human behaviour in a particular committed direction

Basic assumptions in MOTIVATION

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

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 !

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

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?

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 didn’t How do they motivate their staff

This is how they perform

• • • • • • • 1. Enthusiastic 2.Communicate effectively 8. Ask for suggestions 3.Listen to others 4. Willing to help 5. Committed 6. Positive 7. Encourage others 9. Cooperative 10.Dead on target

These are the secrets of successful motivation

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

This is how they perform

• • • • • 1.No cooperation 2. Do not delegate 3.Tardiness ,absence 4. Not committed 5. Fault finders 6. Miss deadlines 7. Complain 8. Not measuring up to std.

9. Blame others 10. Negligence •

These are the reasons for failure

The people who Motivate can be of different types

• • • •

Great motivators can have quite different personalities acquired .They had special skills learned or

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

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

manager’s own interests

and is also in the

manager’s hands A successful manager always motivates staff

THE PROCESS OF MOTIVATION

NEEDS OR EXPECT ATIONS DRIVES BARRIER Destructive Behaviour FRUSTRATION PROBLEM SOLVING RESTRUCTURING (Alternative Goal ) DESIRED GOALS Constr uctive Behavi our AGGRESSION REGRESSION FIXATION WITHDRAWAL

FACTORS INFLUENCING FRUSTRATION

• THE FACTORS THAT DETERMINE AN INDIVIDUAL’S 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

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

Deficie ncy in needs satisfact ion creates tension

The role of needs in Motivation

Individ ual will Search for ways to relieve tension Cho ose and enga ge goal direc ted beha viour Success with goal directed behaviour Tension Relieved Lack of success with Goal directed behaviour Deficie ncy in needs satisfact ion still exists

Need hierarchy

FULFILLMENT OFF THE JOB FULFILLMENT ON THE JOB Education, religion Hobbies, Personal Growth SELF Opportunities for training Advancement, Growth and Creativity Approval of family Friends , community Family Friends. Community, Groups Freedom from war,pollution, violence Food water sex ACTUALIZATION NEEDS ESTEEM NEEDS SOCIAL NEEDS SAFETY/SECURITY NEEDS Recognition, High Status , increased job responsibilities Work groups clients coworkers supervisors Safe work fringe benefits, job security PHYSIOLOGICAL NEEDS Base salary, air,

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

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

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

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

SOME TIPS FOR MOTIVATORS

• • • 15Don’t require more of the worker than he is able to do 16Avoid favoritism 17Be kind & considerate

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

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

THE END

THANK YOU VERY MUCH !

T.M.Jayasekera