Modern Motivation and Employee Engagement Theories
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Overview of the Modern Motivation Theories and employee engagement theories. For general managers, leaders and project managers.
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Modern Motivation and Employee Engagement Theories
- 1. MODERN MOTIVATION THEORIES For the managers and project managers
- 3. Motivation and Engagement • Motivation - the general desire or willingness of someone to do something. (Oxford Dictionaries) • Engagement - employees as those who are involved in and enthusiastic about their work and workplace. (Gallup) • Try engagement – not carrots and sticks motivation
- 4. 20th century motivation approach
- 5. Majority of Employees Not Engaged • Gallup has been tracking employee engagement in the U.S. since 2000. They found out that less than one- third of U.S. employees have been engaged in their jobs and workplaces during these 15 years. • According to Gallup Daily tracking, 32% of employees in the U.S. are engaged -- meaning they are involved in, enthusiastic about and committed to their work and workplace. Worldwide, only 13% of employees working for an organization are engaged. http://www.gallup.com/businessjournal/188033/worldwide-employee-engagement-crisis.aspx
- 6. How do we engage our employees? How do we inspire our employees to work harder and become more proud of the company they work for?
- 7. Modern Theories • Self-Determination Theory Daniel Pink • RESPECT Model Paul Marciano • ABCD Model Ken Blanchard • SCARF Model Neuroleadership David Rock
- 9. Behavioral scientists often divide what we do on the job or learn in school into two categories: “Algorithmic task” - you follow a set of established instructions down a single pathway to one conclusion. E.g. grocery checkout clerk. “Heuristic task” – no algorithm exists for it, you have to experiment with possibilities and devise a novel solution. E.g. creating an ad campaign. McKinsey quarterly 4, 2005
- 10. Type X and Type I behavior • Extrinsically motivated • Believe they have a ceiling • Money the only motivation • Rewards getting more expensive • Greater public self-consciousness • Intrinsically motivated • Made not born • Almost always outperform Type X • Care about money and recognition • Renewable Resource • Greater physical and mental well- being
- 11. Self-Determination Theory We have 3 innate psychological needs - competence, autonomy and relatedness. When these needs are satisfied, we are motivated, productive and happy. When they are thwarted, our motivation, productivity and happiness plummets.
- 12. Autonomy • Over task – what task we do. • Time – when we do it. • Team – with whom we do it. • Techniques – how we do it.
- 13. Mastery • Mindset – person is engaged, not compliant. • Pain – grit. • Asymptote – approach mastery but never achieve. Manager should offer a “Goldilocks tasks” to employees - not too hard and not too easy. The challenges should exquisitely matched to the abilities.
- 14. Purpose Connect with a cause larger than oneself. • Goals • Words • Policies
- 16. RESPECT MODEL • Recognition - take the time to let others know that their work is appreciated. • Empowerment - provide others with the tools, training, resources, opportunities and information to be successful. • Supportive Feedback - deliver regular, constructive performance feedback in a positive and supportive manner. • Partnering - fosters collaborative working relationships at the individual, team and organizational level. • Expectations - set clear expectations and holds people accountable. • Consideration - show thoughtfulness and consideration toward others. • Trust - demonstrates and engenders trust in others.
- 18. ABCD MODEL • Able – demonstrate competence. • Believable – act with integrity. • Connected – care about others. • Dependable – maintain reliability.
- 20. SCARF MODEL Away from threat response Toward reward response Status Certainty Autonomy Relatedness Fairness
- 21. SCARF MODEL • Status - relative importance to others. • Certainty - being able to predict the future. • Autonomy - provides people a sense of control over events. • Relatedness - a sense of safety with others. • Fairness - a perception of fair exchanges between people.
- 22. How do you motivate and engage your employees?
Notes de l'éditeur
- Ken Blanchard and his wife created a company which is now one of the world’s leading training and development experts. They help organizations to create lasting behavioral change that has a measurable impact.
- They highly emphases building trust within organization which has these four elements. Studies show that productivity, income and profits are positively or negatively impacted depending on the level of trust in the work environment. If there is a low trust the team suffers low morale, low productivity, people “quit but stay” and there is an increased turnover. ABLE – do the leaders know how to get the job done, do they have the skills to make things happen? BELIEVABLE – for the project manager it’s acting in a consistent, values-driven manner that reassures employees that they can rely on their leaders, creating and following fair processes. CONNECTED – means focusing on people and identifying their needs. DEPENDABLE – PM being accountable for their actions and being responsive to the needs of others, also following thru on their promises.
- Dr. David Rock coined the term ‘Neuroleadership’ and is the Director of the NeuroLeadership Institute, a global initiative bringing neuroscientists and leadership experts together to build a new science for leadership development. With operations in 24 countries, the Institute also helps large organizations operationalize brain research in order to develop better leaders and managers.