Motivating Employees: Theory and Applications

Motivating
Employees
Theory and
applications
By: MA. VERONICA R. PAR
MAED-Language Teaching
MOTIVATION
What is motivation?
MOTIVATION = Value of outcome x expectation of
achieving it
Motivation is a desire to achieve a goal, combined
with the energy to work towards that goal.
Motivation is everything. You can do the

work of two people, but you can't be two
people. Instead, you have to inspire the next
guy down the line and get him to inspire his
people.
Motivation is the art of getting

people to do what you want them to
do because they want to do it.
WHAT MOTIVATES PEOPLE
External Rewards
Internal Rewards
Salary
Achievement
Working conditions
Responsibility
Benefits
Recognition
Environment
Feedback
Learning and growth

Achievement
Recognize achievements through programs that

showcase performers.
Responsibility
Have volunteer programs and other programs

that enable employees to showcase their
responsibility towards each other and the society
at large.
Recognition
Recognize winners through awards like Service

Quality Awards, Best Operations Awards, Best
Trainer Awards, etc.
Feedback
Learning and
growth
Follow a system of feedback and performance

appraisal i.e the 360o system in which both the
boss and subordinate participate.
Give a lot of importance to training and development and
have various training academies to cater to various
sections of employees.
Analyze training needs to recognize competency gaps
and impart knowledge through customized training
programs.
In addition to the external and internal awards, have:
Employee engagement
Challenging job profiles
Keep them self-motivated
Good projects
Job rotation
Job security / stability
Good team, co-workers, bosses
But what happens when there is

not enough motivation among the
employees?
LESS or NO MOTIVATION =
DEMOTIVATION
WHY PEOPLE LEAVE

Top Reasons why people leave their jobs
- Harvard Business Review
Learning Opportunities
to learn new skills
In addition to:
Feedback, especially for stars
Level of responsibility
Coaching and
managers
feedback
Job content
by
Bad Bosses
conflict with the boss as one of
the top most reasons for the
departure of top performing
employees
Company culture
Caliber of Colleagues
Low growth potential
Lack of challenge
Lack of autonomy
Not enough money
Work environment issues
THEORIES OF
MOTIVATION
Maslows
Herzberg
McClellands
MASLOWS HIERARCHY OF NEEDS

Self
actualization
(Confidence,
achievements,
freedom)
Self esteem
(fame, recognition,
reputation, dignity)
Love and belonging
(children, friends,
partners)
Safety needs
(shelter, job security,
retirement plan, insurance)
Physiological needs
(air, water, food, rest, exercise,etc)
Herzberg Theory
MCCLELLANDS MOTIVATIONAL NEEDS THEORY
ACHIEVEMENT
AFFILIATION
MCCLELLANDS: ACHIEVEMENT
The belief that it is important to meet or
exceed a standard of excellence.
If
POWER
you scored
Achievement:
highest
in
You place importance on doing

things better, faster or in new
Focus upon:
ways
Out-performing others
You want to use time well and get
Performing against internal standards of
frustrated by time-wasting
excellence
Achieving
unique
or
innovative You can see organizational
politics as a waste of time
accomplishments
Given the choice of doing something
Long-range career planning
yourself or delegating, you would
probably choose to do it yourself
MCCLELLANDS: AFFILIATION
The belief that establishing and maintaining close, friendly
relationships is important
Focus upon:
Being liked, accepted and popular
Concern about separation or disruption of relationships
Seeing group tasks as primarily social activities
If you scored highest in Affiliation:
You place highest priority on avoiding conflict and
maintaining good relations
You are concerned about peoples feelings
You take time to socialize at work and are in touch
the grapevine
If you had to delegate to someone who might resent
the extra work, you would most likely do it yourself
MCCLELLANDS: POWER
The belief that having an impact matters.
Focus upon:
Feeling or being perceived as strong, effective and influential
Taking forceful actions that affect people
Giving unsolicited support or advice
Influencing, persuading or making a point
The value for Power can take 2 forms:
1. Personalized Power used for self-benefit
2. Socialized Power used for the benefit of others
If you scored highest in Power:
You are most concerned with having impact on events
and people
You make a point of understanding organizational
politics and influential relationships
When used as socialized power and given the choice of
doing something yourself or delegating, you would prefer
to let the other person complete the task so that they
can learn and develop.
HOW YOU CAN

DO IT IN YOUR
ORGANIZATION
MOTIVATING
TRUST
Respect, communication, credibility
PRIDE
Work related to the person
CAMARADERIE
Team building exercises, promoting

team work, contests, create
communities
PERFORMANCE APPRAISAL
How to evaluate your people?

Performance Appraisal Systems contain two basic systems:
Evaluation System
Feedback System
To identify the performance gap (if

any).
To inform the employee about the

quality of his or her performance.
This gap is the shortfall that

occurs when performance does
not meet the standard set by the
organization as acceptable.
The appraisers also receives

feedback from the employee
about job problems, etc.
STRATEGIES FOR MOTIVATION
Positive reinforcement
Effective discipline
Treating people fairly
Satisfying employees needs
Setting work related goals
Restructuring jobs
Base rewards on job performance
EXECUTIVE COMPENSATION
Five basic elements of executive compensation:
Salary
Short-term incentives
Long-term incentives
Employee benefits
Perks
EMPLOYEE ENGAGEMENT
What it is not
What it is
Praise
Partnering
Merchandise
Involvement
Money
Respect
Pat on the back
Individualism
EMPLOYEE ENGAGEMENT
Customized training programs
Help people build trust, pride and camaraderie
Develop high degrees of credibility in everything that we say and do
Play hard, party hard
Encourage community building
Follow a good feedback and appraisal system
Give everyone clear goals
Maintain mentor-mentee relationships
Follow shared responsibilities towards each other, client and the

franchisee
EMPLOYEE ENGAGEMENT
Why is employee engagement important?
Engaged Employees Loyal Customers Bigger Profits.
If the staff are motivated then the customers will be happy
The shareholders will then benefit through the company's success.
TOP 10 TIPS
Notice each individual
Say Thank-you, even a smile can make a big difference.
Make staff feel respected and valued
Share your experience and knowledge
Be confidence about people.
Be honest and trustworthy
Dont take personal credit for their success
Create a blame-free culture
Set developmental goals
Make work fun!!
Thank you

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What are some theories of motivation discussed in the document?

What are some theories of motivation discussed in the document?

What are some strategies for motivating employees mentioned in the document?

What are some strategies for motivating employees mentioned in the document?

Motivating

Motivation is everything. You can do the

Motivation is the art of getting

WHAT MOTIVATES PEOPLE

WHAT MOTIVATES PEOPLE

Recognize achievements through programs that

Have volunteer programs and other programs

Recognize winners through awards like Service

Follow a system of feedback and performance

WHAT MOTIVATES PEOPLE

In addition to the external and internal awards, have:

Challenging job profiles

Keep them self-motivated

Job security / stability

Good team, co-workers, bosses

But what happens when there is

WHY PEOPLE LEAVE

Feedback, especially for stars

MASLOWS HIERARCHY OF NEEDS

MCCLELLANDS MOTIVATIONAL NEEDS THEORY

You place importance on doing

HOW YOU CAN

Respect, communication, credibility

Work related to the person

Team building exercises, promoting

How to evaluate your people?

To identify the performance gap (if

To inform the employee about the

This gap is the shortfall that

The appraisers also receives

STRATEGIES FOR MOTIVATION

Treating people fairly

Satisfying employees needs

Setting work related goals

Base rewards on job performance

Pat on the back

Customized training programs

Help people build trust, pride and camaraderie

Develop high degrees of credibility in everything that we say and do

Play hard, party hard

Encourage community building

Follow a good feedback and appraisal system

Give everyone clear goals

Maintain mentor-mentee relationships

Follow shared responsibilities towards each other, client and the

Notice each individual

Say Thank-you, even a smile can make a big difference.

Make staff feel respected and valued

Share your experience and knowledge

Be confidence about people.

Be honest and trustworthy

Dont take personal credit for their success

Create a blame-free culture

Set developmental goals