Slide Motivation

Punishment doesn’t reward!• Gets only temporary redn in unacceptable behaviour.. Motivation – the basics• What gets asked for gets done.. • What gets rewarded gets done best of all.. W

Motivation

Session by A.Selvaraj CIT Mumbai

“A great man is one who can make

a small man feel great, and

perform great.”

The hierarchy of needs

• is setting audacious objectives &

getting people to own & achieve them.

• is getting someone else to do what you

want done because he wants to do it.

• is making people feel & take pride that

they have done it

• is letting go while retaining the right to

know what is going on

• is the art of accomplishing more than

what scientific mgt says is possible.

What I hate about my boss

• He doesn’t discuss new

strategies or ideas with us

• His communication is negative &

de-motivating

Men, not machines

• Give clear instructions

• Accept only after

weighing the pros & cons

• Don’t put on airs

• Never stand on ceremony

• Take the rap yourself

Give the right touch.

• Keep channels open

• Why argue? Understand

• To err is human

• Listen to complaints

• Don’t shout Explain

• Never hold out threats

• Blow your top, but constructively

• Soften the blow

• Allow them to let off steam

• Don’t accuse Investigate

Seniority – cum – ‘fitness’!

• From a cartoon by R K Laxman

• A well-dressed chimpanzee is sitting in an office, wearing spectacles and poring into a file in all seriousness Two persons stand at some distance away One of them,

probably an insider, to the other:

• “Prospects here are very good Just 20

years back he was brought here for

experiments By seniority he has become the head of the department now.”

Punishment doesn’t reward!

• Gets only temporary redn in unacceptable behaviour

• Constant presence of punisher necessary

• Doesn’t teach appropriate behaviour

• Produces increased fear (less effectiveness in work)

• Produces emotional side-effects

• Produces rigid & inflexible behaviour patterns

• Suppresses more behaviour than that punished

• Can result in counter-aggression

• Passed on down the line

The secret to motivation(M)

is to understand your people

• Not all employees are alike, nor all situations There is no

single best way for M.

• People are different in their needs & hence in their Ms.

• Individuals change their aspirations & needs frequently,

changing their Ms.

• A single goal can be reached in a no of ways or Ms.

• A single goal can satisfy a host of needs & Ms.

• You cannot really motivate anyone But you can provide the environment in which he grows

The rules of motivation

• The four ‘R’s - respect, recognition, responsibility &

recreation

• Motivate yourself to motivate others

• Participate in order to motivate

• Motivation, even when estd., does not last forever

• Motivation requires lots of individual recognition

• Progress & success motivate

• Challenge motivates only if you succeed

• Team membership motivates

• Motivation is not appeasing The formula for

failure: Try to please everybody!

How to motivate?

• Allow them to develop their job, to continually improve

• Set targets for them to get a sense of achievement

• Give them variety & interest

• Show trust Be open

• Keep them in the picture

• Empower Allow them control over what they do

• Tell them: a work ill-done must be done twice

• Give regular feedback to prevent misdirection

• Give praise Show appreciation

• Encourage teamwork, sense of belonging, synergy

• Ensure conducive work environment

Motivation – the basics

• What gets asked for

gets done.

• What gets measured

gets done better.

• What gets rewarded

gets done best of all.

• “People do what they

What gets asked for ….

• Know what you want Decide on the performance level you require

• If you don’t know what you want, you cannot convey it to them

What gets measured gets done

• End results to be specific

& quantifiable

• Mere urgings - “do

better”, “work harder”,

etc - are not

motivational

• Let employee know what is

expected of him and when

it is to be completed

• Specify the stages

• Ensure he knows how he

has performed and when

he has completed it

What gets rewarded…

• Reward!

• Given after the desired

behaviour or performance

• Given as soon as possible

• Specific to the accomplishment

On rewards

• Ensure correct feedback

• Keep changing rewards to get improved behaviour

• Do not reward them all alike Base it on their

performance

• Continue to tell them – what they should do to deserve it

• Be consistent in your rewards Have a firm link: for this performance, this reward

• No need to continue reward after the behaviour is

established

• Be fair The size of the reward must match the effort

• Reward necessary for continued good performance

• Reward them in other ways than just money

The outstanding reward!

However outstanding you may be, you can hope to get an outstanding report only from an outstanding superior.

“Delivering high performance is a journey

rather than a destination.”

• Show appreciation for good

• Hawthorne effect: if you

treat people as special their

performance would improve

• Constantly upgrade the notion

of what is acceptable

Tell them what to do, not how to do.

• Know the extent up to which to give detailed instructions

• Know when to cut off debate & initiate action

• Seek & take responsibility in the workplace

• Ensure that tasks are understood

Setting goals

• Set targets that stretch them

• Make them believe in themselves

• They can only succeed in targets they

believe they can achieve

• Achieving goals is a motivating force in

itself

• When realistic, they enhance

performance due to less anxiety and

more motivation

• Goals are within individual’s control &

hence are flexible

• They should be

- specific, measurable & behavioural

- challenging, but realistic

Goals work.

The goals enable employee to

-• orientate himself to what is

required

• direct attention & activity

towards the task

• direct efforts towards

achievement

• build persistence

• devise new learning strategies

The harder the goal, and/ or the

more important the goal, the

more is the effort put in

When more specific, they are

more achievable

Try the mother’s rule!

Coupling of something not valued with something

that is valued.

• “When you have finished your dance

lessons, you can have your ice cream.”

Job enrichment

Employee satisfaction (to) motivation (to) performance

• Minimum controls

• Maximum personal accountability

• Work in complete entities

• Employee to have control over -which task & when

• Feedback on performance & quality directly to

employee

• Opportunity to do new jobs

• Individuals to choose their jobs with the rest of their team

• Opportunity to discuss & comment on changes in work

• Job rotation instead of one single short cycle job

• Ensure variety, personal autonomy and scope for

personality development

Praise in public Criticize in private.

Make them break through!

• Make people think in a

• The ability to get the message

across is what ignites people to

act as one person

• Mine more value