This document discusses employee motivation and engagement. It notes that unmotivated employees can cost companies $350 billion per year and that lack of motivation is not directly observed in employees but impacts company performance. The four main drives of motivation are acquiring, bonding, comprehending, and defending. While money is an important motivator, other factors like meaningful work, recognition, and growth opportunities also matter. The document provides tips for motivating employees such as aligning pay with performance, taking complaints seriously, empowering employees, and maintaining a positive work environment. The goal is to have engaged employees who are motivated to help the organization succeed.
1. Management Issue : Employee Motivation and
Engagement
Professor Hafford
Principles of Management
Presentation
2. What Does That Mean?
• Employee engagement is the common
intuitive sense that people, and particularly
leaders within organizations, have about
work motivation.
• employee engagement is a desirable
condition, has an organizational purpose,
and connotes involvement, commitment,
passion, enthusiasm, focused effort, and
energy.
3. Did you know?
• Unmotivated and disengaged
employees can cost a company
$350,000,000,000 per year. Wouldn’t
it be nice to save that money!
• Lack of employee motivation and
disengagement is not noticed
directly on employee but rather the
company.
4. Getting Engaged
If the work is exciting it is much more likely to be
motivated and engaged. If not, find a way to make
it exciting! Its your job!
Money! More motivational then one would think.
5. The Four Drives of Motivation
“Because the four drives are hardwired into our
brains, the degree to which they are satisfied
directly affects our emotions and, by extension,
our behavior.”
• The drive to acquire.
• The drive to bond.
• The drive to
comprehend.
• The drive to defend.
6. Lets Talk About Money…
• In order for pay to be an important motivator, there has to
be variability in pay options.
1. Pay is more important to extroverts than to introverts.
2. Receiving performance-based pay is more important to
high academic achievers than to others. Receiving higher
pay than their co-workers is more important to extroverts
and individuals with a history of social achievements.
3. High-performing employees appear to be particularly
sensitive to whether their higher performance is rewarded
with above-average pay increases, while low performers
prefer low-contingency pay systems.
4. Pay appears to be more important to men than to women.
5. People with high need for achievement and higher
feelings of self-efficacy prefer pay systems that more
closely link pay to performance.
7. Think About It…
• Take complaints about pay seriously.
• Do not fall very far below market pay levels.
• Realize that most of the best employees want
strong pay-performance relationships.
• Evaluate current pay systems with respect to the
strength of pay-performance relationships.
• Examine whether executive pay is moving in the
same direction, and at roughly proportionate
rates, as employee increases.
*Money is not the only motivator. It may not even be a primary motivator. However, it plays a very important
role in motivating most employees.
8. Rise Above…
• In a changing economy having
engaged employees may be
key to a successful
organization. Especially
because lack of engagement
and motivation shows a
difference in budget for
higher management.
9. Now What?
• “You can’t motivate
people any more than
you can empower them.
Employees have to
motivate themselves.
However, you can set up
an environment where
they best motivate and
empower themselves.”
- Carter McNamara
10. Conquer The Problem!
• Put square pegs in square holes.
• Get off on the right foot.
• Empower employees and give them
'stretch assignments'.
• Help people create a personalized
learning experience.
• Properly manage and appreciate the
performance of your team.
• Oil the wheels of the team and maintain
a positive environment.
11. • Motivated, engaged, and happy employees.
• Saving money by getting more accomplished
during the workday.
• Overall success for the organization.
Success!
