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Prof Chris Abraham Prof.Chris
Model of Motivation
Psycho-Social & Environmental Cues
Satisfaction / Dissatisfaction
The Motivation Convention
WRONG! Companies Get Motivation How .
Many companies get motivation right… right .
Many companies get motivation right… right Yeah for them! .
But many companies i get t motivation wrong .
And some get it p y spectacularly wrong! .
And some get it p y spectacularly wrong! Ouch! .
And that’s not good .
And that’s not good Decreased Motivation Leads to: Lower productivity Higher g turnover Decreased sales Lack of creativity .
Research with companies across the world. world provides insights on why this happens… .
And understanding is the first step in getting it RIGHT .
Here is a short list that describes just a few of the more common mistakes that we’ve seen .
e.1. the pay plan) . Focus too much on the drive 1 to Acquire (i..
They focus on: • Teamwork • Work Environment • Work/Life Balance • Growth G th Opportunities • New Challenges g • Commitment to Ideals • Corporate Identity • Broader B d P Purpose f for Employee . plan Companies that do motivation right have a comprehensive plan that emphasizes more than just pay.1 Focus too much on the pay 1.
Don’t give front line managers enough discretion .2.
Don’t give front line managers enough discretion Front line managers typically have the greatest impact on individual employees perception about the company. .2. Limiting how they can motivate or not trusting them to do it right decreases their motivational effectiveness.
Don’t 3 Don t give front line managers enough tools .3.
“How to Motivate 101”) • Discretionary Reward Programs • Easy to Use Reports • Motivational Support from home office • “On the Spot” Awards ..g. Don’t 3 Don t give front line managers enough tools Companies that do motivation right provide their managers with: • Motivational Training (e.3.
4 Making incentives too complex 4. .
the less effective incentive plans are at driving behavior change. .4 Making incentives too complex 4. While companies might want to make their IC plans more complex to try to ensure fairness or meet certain budget expectations… The more complex and harder they are to understand understand.
5 Rewarding the wrong things 5. .
Reward things because they are easy to measure 3. Rewards have become entitlements and perceived as “unchangeable” . Rewarding g things g that are not in alignment with strategy 2. companies good intentions can lead to rewarding the wrong behavior. The most common mistakes: 1.5 Rewarding the wrong things 5. Too often.
6 Not communicating enough 6. .
6 Not communicating enough 6. . Highly motivating companies over communicate to their employees – regarding their: • Pay Plans • Total Rewards Strategy • Reward Culture • Company Mission All of these are vital to a highly motivated workforce.
Focusing on the “cost” 7 cost of motivational programs – not the results .7.
7. Focusing on the “cost” 7 cost of motivational programs – not the results Focusing on the “cost” of a program is short sighted. The real focus should be on the motivation that the program instills and the results or “lift” the program has on performance. Cheapest isn’t always the best! .
Does any of this sound f familiar? ili ? .
Freakonomics and Incentives .
The real question is… is .
The real question is… is what to do about this? .
First recognizing where we tend to g go wrong g is key .
First recognizing where we tend to g go wrong g is key We just W j t covered that… .
Why do some people climb mountains? .
While others run? .
And A d others th just sit?
And why y do millions of people go to work k each hd day? ?
is the force Motivation that drives our actions
And with the right motivation What can’t ’t we d do? ? .
History y has given g us many y models of Motivation… Locke & Lathum Goal Setting Goal Commitment • Belief that goal is attainable • Incentive to obtain goal McClelland Needs Based Motivational Model Need for achievement (n-ach) Need for authority and power (n-pow) Need for affiliation (n-affil) • Make goals Specific and measureable • Set challenging goals • Training and skill development • Timetable Set Goals Action Planning Bandura Self Efficacy Locus of Control Goal Proximity Self Efficacy Mastery Experiences Affective Control Efficacy .
PEAK – An Application of Maslow’s Hierarchy .
Technically Motivation is… .
B t I prefer But f thi this… Motive + Action .
And for employees employees. we need to understand how to tap into that .
And for employees employees. we need to understand how to tap into that Motive + Action .
TIME OUT But why is motivation so challenging? h ll i ? .
And How can we overcome the Challenges Introducing a Cool Theory The Four Drive Model of Employee Motivation .
The 4 4-Drive Drive Model of Employee Motivation Is a new motivational model that helps show us how to tap into it… Lawrence & Nohria 2002 .
The 4 4-Drive Drive Model of Employee Motivation Is a new motivational model that helps show us how to tap into it… It was developed by these two a few years back… Lawrence & Nohria 2002 .
The 4 4-Drive Drive Model of Employee Motivation And we are j just touching g the surface of it here Lawrence & Nohria 2002 .
power . prestige power… prestige.Acquire q acquire We all have a drive to money. things.
meaningful relationships .Bond Bond with others We also want to and have positive.
We also strive to UNDERSTAND and feel CHALLENGED Comprehend or Challenged .
DEFEND those th things and ideas we BELIEVE IN And we need to Defend .
The Question is So What? .
The Question is Who Cares? .
The Question is How Does This M tt ? Matter? .
It all really boils down to Why is this important? p .
Because it… .
Increases Effort Because it… .
Increases Effort Aids Retention Because it… .
Increases Effort Aids Retention Because it… Enhances Persistence .
Increases Effort Aids Retention Because it… Enhances Persistence Drives Creativity .
Increases Effort Improves Performance Aids Retention Because it… Enhances Persistence Drives Creativity .
S l So lets t see impact each of the four drives to improve how we can employee p y motivation .
Acquire Bond • • • Reward Systems Recognition Perks • • • Culture Teamwork Social events Challenge & Comprehend • • • Job Design Training Big picture • • • Defend Reputation Focus on competition Transparency .
Impact Acquire thru Reward Anything to do with with… Recognition Anything to do with with… Perks Anything to do with with… • Salary • Incentives • Benefits • Awards • Thank yous • Top T of f class l • Time off • Special allowance .
Improve Bonding by Culture Anything to do with… Teamwork Anything to do with… Social Anything to do with… • Values • Norms Daily behaviors •Daily • Job structure • Projects • Support • Gather • Sports/teams • Fun .
Challenge & Comprehend Job Design Anything to do with… Training Anything to do with… Goals Anything to do with… • Job sharing • New challenges • Mentoring • Skill training • People training • Coaching • Stretch goals • Employee input • Line of site .
Build the will to Defend Reputation Anything to do with… Threats Anything to do with… Transparency Anything to do with… • Company • Group • Personal/ideas • Competitors • Environment • Outside O t id • Current Issues / Success •Trust .
And d we’ve e e just touched the tip of the… the .
The Surprising New Science of Motivation .
Can we motivate people p p to change g existing g behavior? .And finally….
Thank You .