2. MythsMyths
Myth #1 --Myth #1 -- "I can motivate people""I can motivate people"
Not really -- they have to motivate themselves. You can'tNot really -- they have to motivate themselves. You can't
motivate people anymore than you can empower them.motivate people anymore than you can empower them.
Employees have to motivate and empower themselves.Employees have to motivate and empower themselves.
However, you can set up an environment where they bestHowever, you can set up an environment where they best
motivate and empower themselves. The talent lies in knowingmotivate and empower themselves. The talent lies in knowing
how to set up the environment for each of your employees.how to set up the environment for each of your employees.
Myth #2 -- "Money is a good motivator"Myth #2 -- "Money is a good motivator"
Not really. Certain things like money, a nice office and jobNot really. Certain things like money, a nice office and job
security can help people from becoming less motivated, butsecurity can help people from becoming less motivated, but
they usually don't help people to become more motivated. Athey usually don't help people to become more motivated. A
key goal is to understand the motivations of each of yourkey goal is to understand the motivations of each of your
employees.employees.
Myth #3 -- "Fear is a damn good motivator"Myth #3 -- "Fear is a damn good motivator"
Fear is a great motivator -- for a very short time. That's why aFear is a great motivator -- for a very short time. That's why a
lot of yelling from the boss won't seem to "light a spark underlot of yelling from the boss won't seem to "light a spark under
employees" for a very long timeemployees" for a very long time
3. MythsMyths
Myth #4 -- "I know what motivates me, so I know whatMyth #4 -- "I know what motivates me, so I know what
motivates my employees"motivates my employees"
Not really. Different people are motivated by different things. I mayNot really. Different people are motivated by different things. I may
be greatly motivated by earning time away from my job to spendbe greatly motivated by earning time away from my job to spend
more time my family. You might be motivated much more bymore time my family. You might be motivated much more by
recognition of a job well done. People are not motivated by the samerecognition of a job well done. People are not motivated by the same
things. Again, a key goal is to understand what motivates each ofthings. Again, a key goal is to understand what motivates each of
your employees.your employees.
Myth #5 -- "Increased job satisfaction means increased jobMyth #5 -- "Increased job satisfaction means increased job
performance"performance"
Research shows this isn't necessarily true at all. Increased jobResearch shows this isn't necessarily true at all. Increased job
satisfaction does not necessarily mean increased job performance. Ifsatisfaction does not necessarily mean increased job performance. If
the goals of the organization are not aligned with the goals ofthe goals of the organization are not aligned with the goals of
employees, then employees aren't effectively working toward theemployees, then employees aren't effectively working toward the
mission of the organization.mission of the organization.
4. Basic PrinciplesBasic Principles
Motivating employees starts with motivating yourselfMotivating employees starts with motivating yourself
It's amazing how, if you hate your job, it seems like everyone else does,It's amazing how, if you hate your job, it seems like everyone else does,
too. If you are very stressed out, it seems like everyone else is, too.too. If you are very stressed out, it seems like everyone else is, too.
Enthusiasm is contagious. If you're enthusiastic about your job, it's muchEnthusiasm is contagious. If you're enthusiastic about your job, it's much
easier for others to be, too. Also, if you're doing a good job of taking careeasier for others to be, too. Also, if you're doing a good job of taking care
of yourself and your own job, you'll have much clearer perspective on howof yourself and your own job, you'll have much clearer perspective on how
others are doing in theirs.others are doing in theirs.
Key to supporting the motivation of your employees is understandingKey to supporting the motivation of your employees is understanding
what motivates each of themwhat motivates each of them
Each person is motivated by different things. Whatever steps you take toEach person is motivated by different things. Whatever steps you take to
support the motivation of your employees, they should first include findingsupport the motivation of your employees, they should first include finding
out what it is that really motivates each of your employees. You can findout what it is that really motivates each of your employees. You can find
this out by asking them, listening to them and observing them.this out by asking them, listening to them and observing them.
Recognize that supporting employee motivation is a process, not a taskRecognize that supporting employee motivation is a process, not a task
Organizations change all the time, as do people. Indeed, it is an ongoingOrganizations change all the time, as do people. Indeed, it is an ongoing
process to sustain an environment where each employee can stronglyprocess to sustain an environment where each employee can strongly
motivate themselves. If you look at sustaining employee motivation as anmotivate themselves. If you look at sustaining employee motivation as an
ongoing process, then you'll be much more fulfilled and motivatedongoing process, then you'll be much more fulfilled and motivated
yourself.yourself.
5. Steps You Can TakeSteps You Can Take
Reward it when youReward it when you seesee itit
A critical lesson for new managers and supervisors is to learnA critical lesson for new managers and supervisors is to learn
to focus on employee behaviors, not on employeeto focus on employee behaviors, not on employee
personalities. Performance in the workplace should be basedpersonalities. Performance in the workplace should be based
on behaviors toward goals, not on popularity of employees.on behaviors toward goals, not on popularity of employees.
You can get in a great deal of trouble (legally, morally andYou can get in a great deal of trouble (legally, morally and
interpersonally) for focusing only on how youinterpersonally) for focusing only on how you feelfeel about yourabout your
employees rather than on what you'reemployees rather than on what you're seeingseeing..
Reward it soon after you see itReward it soon after you see it
This helps to reinforce the notion that you highly prefer theThis helps to reinforce the notion that you highly prefer the
behaviors that you're currently seeing from your employees.behaviors that you're currently seeing from your employees.
Often, the shorter the time between an employee's action andOften, the shorter the time between an employee's action and
your reward for the action, the clearer it is to the employeeyour reward for the action, the clearer it is to the employee
that you highly prefer that action.that you highly prefer that action.
6. Steps You Can TakeSteps You Can Take
Establish goals that are SMARTEREstablish goals that are SMARTER
SMARTER goals are: specific, measurable, acceptable,SMARTER goals are: specific, measurable, acceptable,
realistic, timely, extending of capabilities, and rewardingrealistic, timely, extending of capabilities, and rewarding
to those involved.to those involved.
Celebrate achievementsCelebrate achievements
This critical step is often forgotten. New managers andThis critical step is often forgotten. New managers and
supervisors are often focused on a getting "a lot done".supervisors are often focused on a getting "a lot done".
This usually means identifying and solving problems.This usually means identifying and solving problems.
Experienced managers come to understand thatExperienced managers come to understand that
acknowledging and celebrating a solution to a problemacknowledging and celebrating a solution to a problem
can be every bit as important as the solution itself.can be every bit as important as the solution itself.
Without ongoing acknowledgement of success,Without ongoing acknowledgement of success,
employees become frustrated, skeptical and even cynicalemployees become frustrated, skeptical and even cynical
about efforts in the organization.about efforts in the organization.
7. Steps You Can TakeSteps You Can Take
Admit to yourself (and to an appropriate someone else) ifAdmit to yourself (and to an appropriate someone else) if
you don't like an employeeyou don't like an employee
Managers and supervisors are people. It's not unusual to justManagers and supervisors are people. It's not unusual to just
not like someone who works for you. That someone could, fornot like someone who works for you. That someone could, for
example, look like an uncle you don't like. In this case, admitexample, look like an uncle you don't like. In this case, admit
to yourself that you don't like the employee. Then talk toto yourself that you don't like the employee. Then talk to
someone else who is appropriate to hear about your distastesomeone else who is appropriate to hear about your distaste
for the employee, for example, a peer, your boss etc. Indicatefor the employee, for example, a peer, your boss etc. Indicate
to the appropriate person that you want to explore what it isto the appropriate person that you want to explore what it is
that you don't like about the employee and would like to comethat you don't like about the employee and would like to come
to a clearer perception of how you can accomplish a positiveto a clearer perception of how you can accomplish a positive
working relationship with the employee. It often helps a greatworking relationship with the employee. It often helps a great
deal just to talk out loud about how you feel and get someonedeal just to talk out loud about how you feel and get someone
else's opinion about the situation. As noted above, if youelse's opinion about the situation. As noted above, if you
continue to focus on what youcontinue to focus on what you seesee about employeeabout employee
performance, you'll go a long way toward ensuring that yourperformance, you'll go a long way toward ensuring that your
treatment of employees remains fair and equitable.treatment of employees remains fair and equitable.
8. ExerciseExercise
Case ACase A
You are a manager of the regional office of a firm in theYou are a manager of the regional office of a firm in the
service sector involved with organizing hospitality events forservice sector involved with organizing hospitality events for
corporate clients. The slowdown in the economy has led to acorporate clients. The slowdown in the economy has led to a
reduction in companies' entertainment budgets which hasreduction in companies' entertainment budgets which has
resulted in sales falling. The Head Office is contemplatingresulted in sales falling. The Head Office is contemplating
merging regional offices. The outcome would necessitate staffmerging regional offices. The outcome would necessitate staff
from your office re-locating to an office 20 miles away if theyfrom your office re-locating to an office 20 miles away if they
wanted to retain their posts.wanted to retain their posts.
In any event, there are likely to be redundancies amounting toIn any event, there are likely to be redundancies amounting to
15% of the current staff which numbers 55. The Head Office15% of the current staff which numbers 55. The Head Office
has made it clear that more aggressive sales techniques arehas made it clear that more aggressive sales techniques are
going to be required to help boost sales to prevent more jobsgoing to be required to help boost sales to prevent more jobs
from being lost in the future.from being lost in the future.
9. ExerciseExercise
Case BCase B
You are the manager of the fresh produce department at a largeYou are the manager of the fresh produce department at a large
supermarket. You have steady sales figures whereas the rest ofsupermarket. You have steady sales figures whereas the rest of
the departments in the store have sales figures that have beenthe departments in the store have sales figures that have been
rising. You have a wide range of staff working for you - a totalrising. You have a wide range of staff working for you - a total
number of 32 but only two are full time and both had takennumber of 32 but only two are full time and both had taken
early retirement from their lifetime careers.early retirement from their lifetime careers.
The remaining staff consists of working mothers, students -The remaining staff consists of working mothers, students -
primarily from the local college - and a string of part timeprimarily from the local college - and a string of part time
workers sent from the local job centre. The latter group do notworkers sent from the local job centre. The latter group do not
have any specific desire to work in a supermarket but need tohave any specific desire to work in a supermarket but need to
show that they are willing to take jobs offered in order toshow that they are willing to take jobs offered in order to
ensure they secure benefits. Often they will leave after aensure they secure benefits. Often they will leave after a
couple of weeks. You have heard rumors that you are to becouple of weeks. You have heard rumors that you are to be
'questioned about the disappointing trend in your sales figures''questioned about the disappointing trend in your sales figures'
and expected to at least meet the figures experienced by otherand expected to at least meet the figures experienced by other
departments in the store.departments in the store.
10. ExerciseExercise
Case CCase C
You are a manager of a call center where hours are long andYou are a manager of a call center where hours are long and
recognition is low. The turnover rate is currently at threerecognition is low. The turnover rate is currently at three
hundred percent on a rolling average. As soon as you get onehundred percent on a rolling average. As soon as you get one
person trained another is leaving due to the demands of the jobperson trained another is leaving due to the demands of the job
Your sales have been falling and you are receiving extremeYour sales have been falling and you are receiving extreme
pressure from the executive team to make budgeted targets forpressure from the executive team to make budgeted targets for
the fiscal year. You have proposed to your manager that anthe fiscal year. You have proposed to your manager that an
increase in headcount, for your department, will be theincrease in headcount, for your department, will be the
resources required to turn the current state around. Yourresources required to turn the current state around. Your
manager agrees to give you two additional employees butmanager agrees to give you two additional employees but
wants to see results in ninety days.wants to see results in ninety days.
11. ExerciseExercise
Case DCase D
You have just been hired into a new company and have beenYou have just been hired into a new company and have been
handed a hostile team which is currently outsourced inside of ahanded a hostile team which is currently outsourced inside of a
client facility. The staff openly speaks poorly about the clientclient facility. The staff openly speaks poorly about the client
and home office relations while on site.and home office relations while on site.
The contract is coming up for bid for a five year / twenty fiveThe contract is coming up for bid for a five year / twenty five
million dollar price tag. The decision maker has conveyed thatmillion dollar price tag. The decision maker has conveyed that
the current state with employee relations must change or theythe current state with employee relations must change or they
will actively consider another vendor when the RFP sessionwill actively consider another vendor when the RFP session
begins. The team is highly talented even though their attitudesbegins. The team is highly talented even though their attitudes
are less than desired. Within the window of time availableare less than desired. Within the window of time available
cleaning house would not be an advantageous option.cleaning house would not be an advantageous option.
14. Historical Perspectives on MotivationHistorical Perspectives on Motivation
Douglas McGregorDouglas McGregor
– Sets of assumptions about managerial attitudes and beliefs aboutSets of assumptions about managerial attitudes and beliefs about
worker behaviorworker behavior
Theory XTheory X
– Generally consistent with Taylor’s scientific managementGenerally consistent with Taylor’s scientific management
– Employees dislike work and will function only in a controlled workEmployees dislike work and will function only in a controlled work
environmentenvironment
Theory YTheory Y
– Generally consistent with the human relations movementGenerally consistent with the human relations movement
– Employees accept responsibility and work toward organizationalEmployees accept responsibility and work toward organizational
goals if they will also achieve personal rewardsgoals if they will also achieve personal rewards
Theory ZTheory Z
– Some middle ground between Ouchi’s Type A (American) and Type JSome middle ground between Ouchi’s Type A (American) and Type J
(Japanese) practices is best for American business(Japanese) practices is best for American business
– Emphasis is on participative decision making with a view of theEmphasis is on participative decision making with a view of the
organization as a familyorganization as a family
16. Contemporary Views on MotivationContemporary Views on Motivation
Expectancy theory (Victor Vroom)Expectancy theory (Victor Vroom)
– Motivation depends on how much we wantMotivation depends on how much we want
something and on how likely we think we are tosomething and on how likely we think we are to
get itget it
– Implications are that managers must recognizeImplications are that managers must recognize
thatthat
Employees work for a variety of reasonsEmployees work for a variety of reasons
The reasons, or expected outcomes, may change overThe reasons, or expected outcomes, may change over
timetime
It is necessary to show employees how they can attainIt is necessary to show employees how they can attain
the outcomes they desirethe outcomes they desire
17. Key Motivation TechniquesKey Motivation Techniques
Job EnrichmentJob Enrichment
– Provides employees with more variety and responsibilityProvides employees with more variety and responsibility
in their jobsin their jobs
Job EnlargementJob Enlargement
– The expansion of a worker’s assignments to includeThe expansion of a worker’s assignments to include
additional but similar tasksadditional but similar tasks
Job RedesignJob Redesign
– A type of job enrichment in which work is restructuredA type of job enrichment in which work is restructured
to cultivate the worker-job matchto cultivate the worker-job match
Behavior ModificationBehavior Modification
– A systematic program of reinforcement to encourageA systematic program of reinforcement to encourage
desirable behaviordesirable behavior
18. Key Motivation TechniquesKey Motivation Techniques
FlextimeFlextime
– A system in which employees set their own work hours within employer-A system in which employees set their own work hours within employer-
determined limitsdetermined limits
– Typically, there are two bands of timeTypically, there are two bands of time
Core time, when all employees are expected to be at workCore time, when all employees are expected to be at work
Flexible time, when employees may choose whether to be at workFlexible time, when employees may choose whether to be at work
– BenefitsBenefits
Employees’ sense of independence and autonomy is motivatingEmployees’ sense of independence and autonomy is motivating
Employees with enough time to deal with nonwork issues are moreEmployees with enough time to deal with nonwork issues are more
productive and satisfiedproductive and satisfied
– DrawbacksDrawbacks
Supervisors’ jobs are complicated by having employees who come and goSupervisors’ jobs are complicated by having employees who come and go
at different timesat different times
Employees without flextime may resent coworkers who have itEmployees without flextime may resent coworkers who have it
20. Key Motivation TechniquesKey Motivation Techniques
Part-Time WorkPart-Time Work
– AA permanent employment situation in which individualspermanent employment situation in which individuals
work less than a standard workweekwork less than a standard workweek
– Disadvantage: often does not provide the benefits thatDisadvantage: often does not provide the benefits that
come with a full-time positioncome with a full-time position
Job SharingJob Sharing
– An arrangement whereby two people share one full-timeAn arrangement whereby two people share one full-time
positionposition
– Companies can save on expenses by reducing benefitsCompanies can save on expenses by reducing benefits
and avoiding employee turnoverand avoiding employee turnover
– Employees gain flexibility but may lose benefitsEmployees gain flexibility but may lose benefits
– Sharing can be difficult if work is not easily divisible or ifSharing can be difficult if work is not easily divisible or if
two people cannot work well togethertwo people cannot work well together
21. Key Motivation TechniquesKey Motivation Techniques
TelecommutingTelecommuting
– Working at home all the time or for a portion of the workWorking at home all the time or for a portion of the work
weekweek
– AdvantagesAdvantages
Increased employee productivityIncreased employee productivity
Lower real estate and travel costsLower real estate and travel costs
Reduced absenteeism and turnoverReduced absenteeism and turnover
Increased work/life balance and improved moraleIncreased work/life balance and improved morale
Access to additional labor poolsAccess to additional labor pools
– DisadvantagesDisadvantages
Feelings of isolationFeelings of isolation
Putting in longer hoursPutting in longer hours
Distractions at homeDistractions at home
Difficulty monitoring productivityDifficulty monitoring productivity
