UBI 238 Recognizing and Motivating Staff Instructor: Roy Gonzales, HROD Manager.

UBI 238

Recognizing and Motivating Staff

Instructor: Roy Gonzales, HROD Manager

OVERVIEW

Going to talk about Motivation theory Going to talk about Recognition theory Going to talk about what they really

mean Going to talk about what you can do

INTRODUCTIONS

Who are you? Where do you work/position? How many people do you supervise? What did you hope to get out of this

session?

ME

Roy Gonzales Physical Plant Manager of Human Resources and

Organizational Development 10 years at CSUF 35 years overall

DISCLAIMER

Probably going to say things that you don’t agree with – feel free to argue with me!

WHAT MOTIVATES PEOPLE?

Maslow – Heirarchy of Needs Herzberg – Motivators and

Demotivators Theory G (Investing in Your Staff)

GOING TO START WITH A CARTOON

BASIC CONCEPTS (THEORY G)

What gets rewarded gets repeated No one is motivated by punishment We all do what is in our own

(perceived) best interest It’s YOUR fault

MASLOW HIERARCHY OF NEEDS

Abraham Maslow developed the theory that we have different levels of need. The key to Maslow’s hierarchy is that each level needs to be satisfied before someone can move to the next level.

MASLOW HIERARCHY OF NEEDS

Ego/Self Actualization

Recognition

Belonging

Security

Safety

Career Advancement

Promotion/$$$

Friends/Committees

Pass Probation

Job

Work

HERZBERG–THEORY X & Y

Fredrick Herzberg developed the theory that managers fall into two types and that all of us fall on the continuum somewhere between the two extremes

X _________________|_________________ Y

HERZBERG–THEORY X & Y

Theory X – People are lazy and don’t want to work and need to be pushed to work

HERZBERG–THEORY X &Y

Theory Y – People want to work and will work hard if given the chance

Which are you?

MOTIVATORS/DEMOTIVATORS

Motivators

Achievement Recognition Nature of the work Responsibility

MOTIVATORS/DEMOTIVATORS

Demotivators Money Title Policies/Procedures Supervision

Once they are met, they stop motivating They are only an issue if they are

missing

THEORY G - THE GONZALES THEORY

Theory G states that organizations work best from the bottom up. Front line staff should be empowered to do their jobs and the successive levels of management above them should be in the business of helping them be successful.


Staff

Lead

Supervisor

Manager

Director

VP

President

Each level should support level above

them


Staff know how to do their jobs better than their managers

Staff know what needs to be done to be successful

Staff want to be successful and will work hard to get there

Your Job is to Help Them

WHAT MOTIVATES STAFF

A number of studies have been done to show what motivates staff. These studies consistently show that what managers think motivate staff is different than what staff says will motivate them

WHAT DOESN’T MOTIVATE PEOPLE

$ $

$


Management Thinks

1. Wages

2. Security

3. Promotion/Growth

4. Working Conditions

5. Interesting Work

Maslow Thinks

Safety

Security

Recognition

Security/Recognition

Self-Actualization


Staff Says

1. Appreciation2. Involvement3. Proper Training4. Wages5. Personal Concern

Maslow Says

Recognition

Self-Actualization

Recognition

Safety

Belonging/Recognition

IS MONEY A MOTIVATOR?

Randy Youngman

Orange County Register

8/13/06

Caddie for Vijay Singh: Talk about a thankless job. Here’s all you need to know about Singh, the PGA tour Player of the Year in 2004, when he set a tour record with nearly $11 million in prize money: His longtime

caddie, Dave Renwick, quit after making more than $1 million carrying Vijay’s bag that year.


1.1 Million Dollars ! ! !

WHY ???

Randy Youngman

Orange County Register

8/13/06

“I never got a ‘Good Morning’ from Vijay or ‘Good club’ after a shot or ‘Have a nice night’ at the end of the

day,” Renwick told Golf World magazine. “It was either nothing or a negative if he did speak to me.”


1.1 Million Dollars ! ! !

SUPER BOWL QUARTERBACKS

Eli Manning - $20 million Tom Brady - $25 million Eli Manning ?

WHY DOESN’T MONEY WORK?

There’s not enough of it!

WHY DOESN’T MONEY WORK?

It’s not about the money, it’s about what the money represents!

RespectAppreciation

What do employees want from their jobs?

WHAT REALLY MOTIVATES PEOPLE?

SURVEY – GHR TRAINING SOLUTIONS (2001)

FactorManage

rEmploye

eGood wages 1 5

Job Security 2 4

Promotion/Growth Opportunities 3 7

Good working conditions 4 9

Interesting work 5 6

Personal loyalty to workers 6 8

Tactful disciplining 7 10

Full appreciation for work done 8 1Sympathetic help on personal problems 9 3

Feeling “in” on things 10 2

SUPERVISORS & MOTIVATION

The number one thing you can do as a supervisor is to provide:

Personal Recognition

RECOGNITION -THE FOUR KEYS

Recognition is #1 Motivator

1. Should be timely

2. Should be appropriate for the action/effort

3. Should be meaningful to the individual

4. Should be public

WHAT GETS REWARDED GETS REPEATED!



RECOGNITION CONCEPTS

How do we reward bad behavior? Ignore Give in Shift work

How do we reward good work?

More work

WHAT ARE WE REWARDING?

Poor performance Not doing the job right Lack of responsibility Poor attendance Acting out

What do we NEED to reward?

WHAT CAN YOU DO WITHOUT MONEY

Physical PlantNo Cost Recognition Ideas

WHAT CAN YOU DO IN THE SYSTEM?

Investing in Your StaffCreating Development

Opportunities

RECOGNITION PROGRAMS

Some sample recognition programs

Custodial Services Riot Recognition 100% Club

TITAN EXCELLENCE AWARDS

Always nominate someone Address all the items Get 2 – 3 Additional Statements


Creativity How has the employee changed things? What does the employee do that is

different New Policies, New Processes, New

Services

“…makes an effort to identify ways to complete the work that will save money, reduce waste and improve productivity…”

TITAN EXCELLENCE AWARD

Initiative What has the employee suggested How is the employee moving things

forward Suggestions, Problem-Solving, Changes

“… makes an effort to look for materials, processes

and process improvements and to present them as alternatives.”


Leadership and/or Teamwork How does the employee own their job? How does the employee support teamwork Vision, Coordination, Volunteering

“… using his knowledge and experience to help improve the work processes, training other staff in work procedures…”


Promotion of the University’s Image How do the employee’s actions positively

affect student and visitor experience Appearance, Convenience, Service

“… is committed to doing quality work in order to maintain or improve the physical appearance of the campus.”


Special Contributions How does the employee stand out or add

value to the department Excellence, Role Model, Commitment

“… commitment to producing a top-quality product on time and on or under budget helps the whole campus to better utilize resources...”


Additional Comments What do people need to know about the

employee Employee deserves the award

“… provides excellent customer service and understands and communicates effectively with customers regarding their needs.”

INVESTING IN YOUR STAFF

Your staff are your most important resource

You need to invest your time & energy Coaching Mentoring Career Development

Investing in Your StaffThe Big Picture

CIRCLE OF LIFE

IT’S YOUR FAULT

If your staff is motivated and productive – it’s your fault!

If your staff is not motivated – it’s your fault!

If your staff are not motivated, you need to change what you do

THE GOOD NEWS

You can begin to motivate your staff

Today!

WHAT TO DO?

Express personal concern Invest your time and energy Provide clear directions Provide clear and open

communications Express your APPRECIATION!

Total cost = $0

DISCUSSION

Why am I wrong?

WRAP-UP DISCUSSION

What gets rewarded gets repeated Staff will motivate themselves The best motivation is a personal thank

you You are responsible for how your staff

performs

UBI 238 Recognizing and Motivating Staff Instructor: Roy Gonzales, HROD Manager.

Documents

fault slide

missing slide

work responsibility

hrod manager slide

years overall slide

recognition theory

managers staff

successful staff