This is a presentation of an essay I wrote for one of my MSc courses. It focuses on how to motivate employees using a personal learning plan.

1. Building Intrinsic Motivation Using Personal Learning Plans for High Technology Workers Leo de Sousa, BCIT Leadership Track, Session 4 IT4BC| Sharing, Collaboration, Innovation| June 9-10, 2011

3. Supporting Motivational Theories

4. An Approach for Motivation

5. Conclusions

6. Definitions and ReferencesIT4BC| Sharing, Collaboration, Innovation| June 9-10, 2011

7. Background I am currently a distance Masters student at Syracuse University taking a Masters of Science in Information Management. Last fall, I took a course called Motivation with Information – IST 617. This is talk stems from a research paper I wrote … http://ischool.syr.edu/academics/graduate/msirm/index.aspx IT4BC| Sharing, Collaboration, Innovation| June 9-10, 2011

9. to earn rewards in their personal, educational and career objectives

10. in a work environment governed by a Collective Bargaining Agreement. IT4BC| Sharing, Collaboration, Innovation| June 9-10, 2011

12. 100 staff = 6 management, 4 BCGEU and 90 BCIT Faculty and Staff Association members (FSA)

13. Majority of IT Services staff are BCIT FSA members

14. BCIT FSA has 3 generic job descriptions – Junior, Intermediate and Senior Systems Analyst

15. Compensation is governed by the Collective Bargaining Agreement (CBA) between BCIT and BCIT FSAIT4BC| Sharing, Collaboration, Innovation| June 9-10, 2011

17. Professional Development

18. Placement and Advancement

19. Salary, Hourly Rates and Allowances

20. Insurance/Benefit Plans

21. Administrative Allowances** no provision for rewards or bonuses in contract ** IT4BC| Sharing, Collaboration, Innovation| June 9-10, 2011

23. If there is an appearance of breaking the rules, a grievance could result = management inaction

24. High tech environment is constantly changing and staff need to keep up = staff fall behind in their knowledge and skillsIT4BC| Sharing, Collaboration, Innovation| June 9-10, 2011

26. Vroom’s Expectancy TheoryIT4BC| Sharing, Collaboration, Innovation| June 9-10, 2011

27. Adam’s Equity Theory The table below shows how Adams’ Equity Theory balances between inputs and outputs as well as the measure of equity as perceived by the person. (Chapman, 2010) IT4BC| Sharing, Collaboration, Innovation| June 9-10, 2011

28. Adam’s Equity Theory The diagram below shows how Adams’ Equity Theory balances between inputs and outputs as well as the measure of equity as perceived by the person. (Chapman, 2010) IT4BC| Sharing, Collaboration, Innovation| June 9-10, 2011

30. Expectancy – refers to employees’ different expectations and levels of confidence about what they are capable of doing – the belief that effort will lead to first order outcomes

31. Instrumentality – refers to the perception of employees whether they will actually receive what they desire, even if it has been promised by a manager – the perceived link between first order and second order outcomesIT4BC| Sharing, Collaboration, Innovation| June 9-10, 2011

32. Vroom’s Expectancy Theory These 3 factors interact together to create a motivational force for an employee to work towards pleasure and avoid pain. The formula for this force is: Valence of outcome x Expectancy act will be result in outcome (Instrumentality) = Motivation Force IT4BC| Sharing, Collaboration, Innovation| June 9-10, 2011

33. Approach for Motivation “Although you may have little scope to change pay policies and make substantial changes to what people earn, there is plenty you can do. Making sure you hold regular one to one meetings to discuss goals and personal development is a valuable investment in time. Set goals for your team and help them to create their own personal development plan.” (Swinton, 2006) IT4BC| Sharing, Collaboration, Innovation| June 9-10, 2011

35. Meet regularly with your staff - at least twice a year – aligned to funding cycles to support plan

36. Collaboratively build a Personal Learning Plan to support shared Institute and Employee goals – shared ownership and responsibilityIT4BC| Sharing, Collaboration, Innovation| June 9-10, 2011

38. Uses “SMART” learning objectives to ensure plans are realistic

39. Captures the commitments of the employer and the employee

40. Provides time for managers and employees to “plan”* SMART = (S)pecific, (M)easurable, (A)ctionable, (R)ealistic, (T)ime Bound IT4BC| Sharing, Collaboration, Innovation| June 9-10, 2011

42. Current Position – learning needs for current job

43. Learning Goals – high level goals mutually defined

44. Learning Activities – “SMART” activities to help achieve learning goals

45. Target Date – planned date

46. Evidence of Success – mutually defined success measures before the learning activity is started

47. Employee and Employer Commitment – this could be time and/or fundingIT4BC| Sharing, Collaboration, Innovation| June 9-10, 2011

48. Personal Learning Plan Template IT4BC| Sharing, Collaboration, Innovation| June 9-10, 2011

50. Allows employees at lower positions to build skills and competencies so they can apply to reclassify to higher level positions

51. Allows employees to build skills and competencies so they can apply for different jobs and roles in the organization

52. Keeps job skills current in a rapidly changing high technology work environmentIT4BC| Sharing, Collaboration, Innovation| June 9-10, 2011

53. Approach for Motivation - Rewards Reward Scenarios of Constructing a PLP: Allows employees to reclassify to higher level positions – PLP is a supporting document for reclassification process Allows employees to apply for different jobs – PLP shows development in other areas of IT Enables employees to remain current in their field reducing stress from technology change – being current with the technology employees work with reduces their stress Employees who are supported by training and professional development are more engaged in the work they do IT4BC| Sharing, Collaboration, Innovation| June 9-10, 2011

54. Conclusion Implementing Personal Learning Plans with high technology employees provides a manager the opportunity to provide rewards that benefit the employee and the organization. IT4BC| Sharing, Collaboration, Innovation| June 9-10, 2011

56. Allows employees at lower positions to build higher level skills and competencies

57. Allows employees to change jobs by building skills and competencies

58. Keeps job skills current with a rapidly changing high tech work environmentIT4BC| Sharing, Collaboration, Innovation| June 9-10, 2011

59. Conclusion Personal Learning Plans are “living” documents that require an investment of time by the employee and manager to build plans that are realistic and achievable. If managers choose to invest the time and effort, they tangibly enhance the personal, educational and career rewards of their employees. IT4BC| Sharing, Collaboration, Innovation| June 9-10, 2011

61. Personal Learning Plan (PLP): A structured and collaborative process between an employee and their manager with goal of creating a plan for the employee’s personal, educational and career development. IT4BC| Sharing, Collaboration, Innovation| June 9-10, 2011

63. Total Compensation: A Human Resources term used to describe the complete compensation an employer provides to employee including salary, benefits, pension, health care and government benefits.IT4BC| Sharing, Collaboration, Innovation| June 9-10, 2011

65. Brown, C. (2010, Feb 26). Reward Management and Motivational Theory. Retrieved Nov 20, 2010, from uPublish.info: http://www.upublish.info/article.php?id=316070&act=print

66. Chapman, A. (2010, Feb 1). Adams' Equity Theory. Retrieved Nov 20, 2010, from businessballs.com: http://www.businessballs.com/adamsequitytheory.htm

67. de Sousa, Leo (2011, Apr 22). Building Intrinsic Motivation Using Personal Learning Plans for High Technology Workers. http://leodesousa.ca/2011/04/building-intrinsic-motivation-using-personal-learning-plans-for-high-technology-workers/

68. Deci, E. L. (1995). Why We Do What We Do: Understanding Self Motivation. Penguin Books.

69. Swinton, L. (2006, Oct 12). Adams Equity Motivation Theory; Put Workplace Psychology Into Action and Increase Motivation. Retrieved Nov 25, 2010, from Management for the Rest of Us: http://www.mftrou.com/adams-equity-motivation-theory.html

70. Vroom, V. H. (1964). Work and Motivation. John Wiley & Sons, Inc.IT4BC| Sharing, Collaboration, Innovation| June 9-10, 2011