How to motivate less productive people at work for improved Performance Presented By T.M.Jayasekera, B.Sc.Eng.,MBA,FIM C.Eng.,MICE,FIE,FCIWEM(Lond.) Management.

How to motivate less How to motivate less productive people at work for productive people at work for

improved Performanceimproved Performance

Presented By

T.M.Jayasekera, B.Sc.Eng.,MBA,FIM

C.Eng.,MICE,FIE,FCIWEM(Lond.)

Management Specialist

WHAT IS SUCCESS

• SUCCESS OF ORGANIZATIONS DEPENDS ON THE EFFECTIVENESS OF THE PEOPLE, WHICH IS ALSO THE SUCCESS OF PEOPLE.

• THE EFFECTIVENESS OF PEOPLE IS DEPENDENT ON THE WAY THEY ACT AND BEHAVE,

• IN OTHER WORDS, HOW EVERYONE PERFORM IN THEIR AREAS OF ACTIVITY

MOTIVATING YOUR PEOPLE

Motivating workers involve inspiring them to contribute to the goals of the organization

It is up to the Manager to select a specific approach to motivate the workforce and then decide how best to apply it

How a manager goes about this will depend to some extent on what he believes people want from their work

The key is then to establish what motivates people THERE IS NO SIMPLE ANSWER TO THIS

The common mistakes managers make

• 1. Selecting the wrong approach • 2.Wrong application of the selected approach • 3. Incorrect belief in what people really want

THIS IS WHY WE FIND IT DIFFICULT TO MOTIVATE PEOPLE

Selecting wrong approach is mainly due to wrong assumptions

SATISFACTION PERFORMANCE

It is about attitudes and feelings and individual may have about his job

THREE MAJOR FACTORS THAT PROVIDE MOTIVATION TO WORK –The three orientations

• This is the truth!• Motivation to work is dependent on • 1.ECONOMIC REWARDS –Pay, fringe benefits, material

goods and security- Instrumental orientation -concerned with other things

• 2.INTRINSIC SATISFACTION- Nature of work itself, interest in the job, personal growth and development – Personal orientation – concerned with oneself

• 3.SOCIAL RELATIONSHIPS-friendships, group working, desire for affiliation, status and dependency –Relational orientation – concerned with other people

MANAGER’S RESPONSIBILITY

• As a Manager you are responsible for getting work done from others efficiently and effectively

• If you cannot fulfill this responsibility then you will be identified as a failure

• REMEMBER!YOU CANNOT FULFILL THIS RESPONSIBILITY, UNTIL YOU UNDERSTAND WHAT MOTIVATES BOTH YOU AND THEM

MOTIVATION IS EVERYBODY’S PROBLEM

• CONSIDER THESE SITUATIONS • 1.Your employee just won’t meet the required deadlines • 2.Your younger children continually shirk their chores, or your

teenager won’t do the assigned homework • 3.As the leader of a group you need to get the things rolling for a

fund raiser • 4.Your superiors are always on your tail- and you need to

motivate them to get off • 5.You are a salesman and you want to motivate your clients to buy • 6.You are a teacher and would like to motivate your students to do

better

THIS IS ONLY THE BEGINNING

• FROM THE TIME WE GET UP IN THE MORNING TO THE TIME WE GO TO BED IN THE NIGHT WE RUN IN TO DOZENS OF SITUATIONS WHERE WE NEED TO MOTIVATE OTHERS

• ARE YOU FRUSTRATED IN YOUR EFFORTS?

IS THIS THE SET OF IMPLICIT EXPECTATIONS

• 1 TO WORK DILIGENTLY TO ACHIEVE ORGANIZATIONAL GOALS AND TO ACCEPT THE IDEOLOGY OF THE ORGANIZATION

• 2 INVOLVEMENT, COMMITMENT AND INITIATIVE • 3 TO PERFORM THE TASKS EFFICIENTLY AND

EFFECTIVELY • 4 TO ACCEPT AUTHORITY AND ASSUME

RESPONSIBILITY • 5 TO ACHIEVE INTEGRATION AND COORDINATION

OF ACTIVITIES

IS THIS THE SET OF IMPLICIT EXPECTATIONS

• 6 REQUIRING ADHERENCE TO POLICIES RULES AND PROCEDURES

• 7 ATTAINING RESPONSIVENESS TO LEADERSHIP AND INFLUENCE

• 8 TO SHOW LOYALTY TO THE ORGANIZATION • 8.NOT TO BETRAY POSITIONS OF TRUST AND NOT

TO ABUSE THE GOODWILL SHOWN BY MANAGEMEN

• 10 TO UPHOLD THE IMAGE OF THE ORGANIZATION

THIS IS WHAT THE WORKERS HAVE BEEN LOOKING FOR• FROM MANAGEMENT, • 1 TO PROVIDE SAFE AND HYGENIC WORK CONDITIONS • 2 TOMAKE EVERY REASONABLE EFFORT TO PROVIDE

JOB SECURITY• 3 ATTEMPT TO PROVIDE CHALLENGING AND

SATISFYING JOBS AND REDUCE ALIENATING ASPECTS OF WORK

• 4 ADOPT EQUITABLE PERSONAL POLICIES AND PROCEDURES

• 5 ALLOW STAFF TO GENUINELY PARTICIPATE IN DECISIONS WHICH AFFECT THEM

THIS IS WHAT THE WORKERS HAVE BEEN LOOKING FOR

• 6 TO PROVIDE REASONABLE OPPORTUNITIES FOR PERSONAL DEVELOPMENT AND CAREER PROGRESSION

• 7 TO TREAT MEMBERS OF STAFF WITH RESPECT

• 8 DEMONSTRATE AN UNDERSTANDING AND CONSIDERATE ATTITUDE TOWARDS PERSONAL PROBLEMS OF STAFF

THERE APPEARS TO BE A MISMATCH

BETWEEN THE EXPECTATIONS OF THE PEOPLE AND THAT OF THE ORGANIZATION

HAVE YOU BEEN ABLE TO GIVE THIS TO THEM

• THAT IS WHY THE SITUATION IS LIKE THIS • IT IS VERY UNLIKELY THAT EXPECTATIONS

OF INDIVIDUALS OR ORGANIZATIONS ARE MET FULLY

• THERE IS APPEARS TO HAVE NO BALANCE

• HAVE YOU REALLY (EVER!)LISTENED TO THEM?

PEOPLE AND ORGANIZATIONS NEED EACH OTHER

• The psychological contract involves a series of expectations between people and organizations

• Even though they are not defined formally and they may not be consciously aware of them; still they affect the relationship between them

• Therefore attention should be focused on improving the people- organization relationship

A WAY OUT

INDIVIDUAL NEEDS

Physical well being

Job satisfaction

Personal development

Achievement

Respect from work group and the org.

ORGANIZATIONAL NEEDS

High productivity

Low absenteeism

Cooperation

Industrial Harmony

Constructive disagreements

Low labour turnover

If these needs are met

Contended productive workforce

EARLY DEVELOPMENTS IN THE AREA OF MOTIVATION?

Development of thinking on motivation

• 1. Early days- Doing a Job is a matter of life and death – survival instinct as a powerful motivator

• 2. Industrial Revolution- Healthy and contented work force –positively inclined towards the organization and happy to work for it – organization as a family and paternalistic approaches-

• 3.Cruder view of Compulsion as a motivator- People are rational creatures whose sole motivation is economic and the desire to avoid pain and find pleasure through financial gain was the only way of motivation

• Therefore people will only work if the reward is big enough or the punishment for failure is sufficiently unpleasant

Development of thinking on motivation

• 4. Scientific Management – through combination of fear and reward

• 5. Human Relations approach – through social interaction

• 6. Modern approaches – cause and effect approaches

WHAT IS MEANT BY MOTIVATION

• IT IS ANY INFLUENCE THAT BRINGS OUT DIRECTS OR MAINTAIN PEOPLE’S GOAL DIRECTED BEHAVIOUR

PROCESS OF MOTIVATION

• Motivation is a management process of influencing people’s behaviour based on the knowledge of what makes people tick

• Motivation deals with a range of conscious human behaviour between the two extremes reflex actions Such as sneeze or flutter of eyelids and learned habits such as your handwriting style or brushing of your teeth

WHAT IS MEANT BY MOTIVATION

• It is a human psychological characteristic that contributes to a person’s degree of commitment

• It includes factors that cause, channel and sustain human behaviour in a particular committed direction

Basic assumptions in MOTIVATION

• 1. Motivation is commonly assumed to be a good thing

• 2.Motivation is one of the several factors that goes in to a person’s performance

• 3.Motivation is in short supply and in need of periodic replenishment

• 4.It is a tool with which managers can arrange job relationships

Everybody is engaged in motivation

• In this world ,every one needs to motivate others and we all do it whether we realize it or not

• Babies motivate parents - How?

• Parents motivate children -To work hard & learn - How?

• Managers motivate their subordinates - To get goals achieved - How?

• So- motivation is natural !

Motivation is natural

• In this world ,every one needs to motivate others and we all do it whether we realize it or not

• Babies motivate parents - By crying

• Parents motivate children -To work hard & learn - Carrot and stick

• We motivate our subordinates - To get goals achieved - by threats and Punishments

• So- motivation is natural

Rewards of motivation is natural too

• Babies love their mothers. They their mothers

• Children love their parents. They like their parents

• Workers! Do they love their Managers ? Do they like their Managers ?

• THIS IS THE MILLION DOLLAR QUESTION?

What successful Managers do

• Take a minute to think of the most successful manager that you know of

• Does he or she motivate their staff

• I would be most surprised if they didn’t

• How do they motivate their staff

This is how they perform

• 1. Enthusiastic 7. Encourage others• 2.Communicate effectively 8. Ask for suggestions• 3.Listen to others 9. Cooperative • 4. Willing to help 10.Dead on target• 5. Committed • 6. Positive • These are the secrets of successful motivation

What unsuccessful Managers do

• Take a minute to think of an unsuccessful manager you know of

• How do they behave • Does he or she get things done from people

• What can we learn from his behaviours

This is how they perform

• 1.No cooperation 6. Miss deadlines • 2. Do not delegate 7. Complain• 3.Tardiness ,absence 8. Not measuring up to std.• 4. Not committed 9. Blame others • 5. Fault finders 10. Negligence

• These are the reasons for failure

The people who Motivate can be of different types

• Great motivators can have quite different personalities .They had special skills -learned or acquired

• e.g. • Mahatma Gandhi-led the movement for independence

in a non violent manner • Field Marshall Montgomery -was a great military

leader who motivated his troops to fight

Both have learned the secrets of successful motivation

How to be a successful Manager

• As a manager you will have to achieve results • A manager is judged by results or accomplishments • Results are normally achieved through people • It has been proved that motivated people achieve

better results more quickly• So motivation of staff is in the manager’s own

interests and is also in the manager’s hands • A successful manager always motivates staff

THE PROCESS OF MOTIVATION

NEEDS OR EXPECTATIONS

DRIVES DESIRED GOALS

PROBLEM SOLVING

RESTRUCTURING (Alternative Goal )

Constructive Behaviour

FRUSTRATION

WITHDRAWALAGGRESSION REGRESSION FIXATION

BARRIER

Destructive Behaviour

FACTORS INFLUENCING FRUSTRATION

• THE FACTORS THAT DETERMINE AN INDIVIDUAL’S REACTION TO FRUSTRATION ARE

The level of need The degree of attachment to the desired goal Strength of motivation Perceived nature of the barrier or blocking agent Personality characteristics of the individual

HOW TO REDUCE POTENTIAL FRUSTRATION

• THE MANAGERS CAN REDUCE FRUSTRATION THROUGH

RECOGNITION AND REWARDS EQUITABLE PERSONNEL POLICIES EFFECTIVE COMMUNICATIONPARTICIPATIVE STYLES OF

MANAGEMENT JOB DESIGN AND WORK ORGANIZATION EFFECTIVE RECRUITMENT SELECTION

AND TRAINING

The role of needs in Motivation

Deficiency in needs satisfaction creates tension

Individual will Search for ways to relieve tension

Choose and engage goal directed behaviour

Success with goal directed behaviour

Lack of success with Goal directed behaviour

Tension Relieved

Deficiency in needs satisfaction still exists

Need hierarchy

SELF

ACTUALIZATION

NEEDS

ESTEEM NEEDS

SOCIAL NEEDS

SAFETY/SECURITY NEEDS

PHYSIOLOGICAL NEEDS

FULFILLMENT ON THE JOB

FULFILLMENT OFF THE JOB

Base salary, air,Food water sex

Freedom from war,pollution, violence

Safe work fringe benefits, job security

Family Friends. Community, Groups

Work groups clients coworkers supervisors

Approval of family Friends , community

Recognition, High Status , increased job responsibilities

Education, religion Hobbies, Personal Growth

Opportunities for training Advancement, Growth and Creativity

SOME TIPS FOR MOTIVATORS

• 1 When people feel good about themselves it is easier for them to be motivated because they have high self esteem & they are not worried about how they relate to the world & they are not worried about what others are thinking about them

SOME TIPS FOR MOTIVATORS

• 2 In conversation give your undivided attention

• 3 When you give out responsibility let them do it their way

• 4 Involve workers in resolving conflicts with co workers

• 5 Learn to express your feelings honestly

SOME TIPS FOR MOTIVATORS

• 6 Admit when you make a mistake • 7 Let every worker express himself creatively

within the parameters allowed by his job • 8 Look at the good in what the person is

doing ,not just the bad • 9 Avoid put-downs • 10 Show your workers that you trust them • 11 Be fair

SOME TIPS FOR MOTIVATORS

• 12 Separate the worker from his acts -

• 13When there is a problem let the worker know that you displeased with the act & not with him as a person

• 14Share the power of decision making

SOME TIPS FOR MOTIVATORS

• 15Don’t require more of the worker than he is able to do

• 16Avoid favoritism

• 17Be kind & considerate

TEN COMMANDMENTS OF MOTIVATIONAL FAILURE

• 1 Reward the boss & his cronies for successes brought about by their subordinates in the company

• 2 Try to be all things to all people at all times • 3 Stress activity over results • 4 Discourage creative thinking • 5 Trying something else when every thing is going

well

TEN COMMANDMENTS OF MOTIVATIONAL FAILURE

• 6 Keeping very tight control over mundane acts • 7 Creating a complex organizational structure • 8 Having little or no contact with the customers • 9 Emphasizing productivity through programmes

& systems & things rather than through people • 10 Making the workforce bigger & bigger

THE END

THANK YOU VERY MUCH !

T.M.Jayasekera