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Motivation
4/29/09
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Motivation
Copyright 2009, Ara Bouloutian. All rights reserved. No part of this document may be photocopied, reproduced, or translated into another language without the prior written consent of the author.
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Motivation RULE #7: MOTIVATION
Motivation is a characteristic that is personal to each individual. It is ones internal driver or desire to perform. On the other hand, the incentive element in the model refers to the tactics available for generating motivation.
THINK 1. EXPECTATIONS Objectives Sub objectives Job description
2. PROCESSES 3. RESOURCES Equipment Tools People Space/Environment Budget
4. INCENTIVES Compensation Communications Recognition Objectives Control
5. SKILLS-TRAINING 6. FEEDBACK 7. MOTIVATION
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MOTIVATION
QUESTIONS TO ASK
1. Are people monitored to ensure they are satisfied?
Y-N-?-N/A
2. Are the six prior tactics well in place?
Y-N-?-N/A
3. Is there someone with personal goals in conflict with organization?
Y-N-?-N/A
4. Is a procedure in place for minimizing the loss of good people?
Y-N-?-N/A
Is the worker able to stay on target with the objectives?
Y-N-?-N/A
Does the worker continue to perform the processes correctly and diligently?
Y-N-?-N/A
Does the worker execute and complete the job tasks skillfully?
Y-N-?-N/A
Does the worker seem satisfied with his job?
Y-N-?-N/A
Does the worker seem to be him/herself?
Y-N-?-N/A
Does worker seem satisfied with growth within organization?
Y-N-?-N/A
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Motivation
MOTIVATION If the first six elements are all perfectly in place but MOTIVATION is lacking, problems may continue to surface.
Are people monitored to ensure they are satisfied? A leader needs to maintain close communications with the people as a way of maintaining employee satisfaction.
Are the six prior tactics well in place? If the first six elements in the model are planned well, workers should be motivated because they will have everything needed to perform. However, if one or more of the six are deficient, chances are a lack of motivation may result. An athlete may have a large contract but later feels it is not sufficient. The team may expect the player to live by the contract. He may complain, demand to be traded and create such a diversion, it negatively impacts other players paid far less. Eventually this can produce dissension affecting play of team, and reduce attendance, revenues and profits. If there is no resolution it’s better to remove the barrier.
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Motivation
DEALING WITH EMPLOYEES LEAVING Is there someone with personal goals in conflict with organization? If a worker has personal goals in conflict with the organization, no matter how well the first six are planned, chances are there will be a lack of motivation. It could be an individual may not have been promoted or attained a desired salary level and plans to leave for another job or even go into business. Whether business, sports or life in general, some people will be dissatisfied with their situation and want to produce change. Frequently when someone is leaving the superior may view the person in a negative light. This is the case with those who view their subordinates as personal possessions. It comes out in the form of, “After all I have done for you, you’re leaving?” This kind of thinking goes back to the old apprenticeship system when people were controlled tightly by the employer. In the early 1700’s Ben Franklin apprenticed with his brother and eventually ran off to Philadelphia. As we know, the rest is history. When an organization is about to lose someone, it can make a win out of it. No matter how big the loss, management should help the person leave in an encouraging manner. Each departure is an opportunity for the one leaving. And for the one filling the job the organization is getting someone who is enthusiastic about the opportunity. Everybody wins.
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Motivation
Is a procedure in place for minimizing the loss of good people? Today there is need for a new view. Leaders are learning to treat employees as potential leaders and equals, able to make intelligent decisions, which produces motivation. Titles too often get in the way. Minimizing the loss of good people involves these questions: Is the worker able to stay on target with the objectives? Is the worker continuing to perform the processes correctly? Is the worker executing the job tasks skillfully? Does the worker seem satisfied with the job? Does the worker seem satisfied with growth within the organization? Does the worker seem to be him/herself?
If you want understanding, try giving some. —Malcolm S. Forbes—
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Motivation
Losing the Number Crunchers With respect to the subject of people leaving an organization, many of the very large Certified Public Accounting firms know how to take good advantage of people leaving. They are actually quite proactive when it comes to helping staff members move from public accounting into highlevel financial positions in major organizations. These firms have many CPAs on staff. It’s difficult for all of them to grow within the organization. In time many of the CPAs become attracted to the idea of settling into positions in industry, or they may want to start their own practice. This kind of movement provides a mutual win. Those leaving leave on very good terms and are happy going into high paid positions in industry. The CPA firms also win because those placed in these good jobs also become influential advocates of the CPA firm they just left. Everybody is happy‌and they all live happily ever after.
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PLAYING THE GAME The Director of a National Education Center for a top 300 company conducted sales, product, and management programs. The workforce included service support staff, curriculum development, instructors, and an administrative staff. The staff members were field employees who worked at the center for a year or two as part of a career development program. After the two-year period they happily moved into field management positions. The director maintained a close and open relationship with the instructional staff. Anything could be discussed including personal or career related matters. As a result trust level was high and the environment was open and productive. When relevant training opportunities were not available within the organization instructors looked to the outside. This was a small number relative to size of the staff. When someone wanted to leave for outside opportunities, the director helped them find their way into their next career step. This policy proved to be very productive because as instructors moved on, new opportunities opened for other field employees seeking advancement. The center became a desirable avenue of growth because of its continuously productive and upbeat environment.
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Motivation
QUICK REVIEW *
Review the difference between motivation and incentives.
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Review the effect on motivation if the first six elements are in place.
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Review why it is that someone may still not be motivated even if the first six are not in place.
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Review how an open environment of communications can help keep a department productive and upbeat?
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Study those around you and note those who appear different or dissatisfied. If you identify someone, consider if it is related to first six elements, or is it related to change in personal goals.
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APPLYING MOTIVATION APPLYING MOTIVATION TO ANY INDIVIDUAL WORKER Considering the overall job, are the first six elements in place and am I satisfied with my job and progress? APPLYING MOTIVATION TO ANY INDIVIDUAL MANAGER Considering the overall job, are the first six elements in place and is everyone satisfied with their job and progress? APPLYING MOTIVATION TO A PRODUCTION DEPARTMENT With respect to production workers do they have the right objectives, processes, best equipment, tools, incentives, training, and feedback? The same questions apply to the following jobs/occupations: A professional football team A local small grocery store An overnight delivery team A local insurance agency A lemonade stand vendor A hospital intensive care unit
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THE SCOREBOARD Pre Game Game Plan Expectations Processes Resources Incentives Skills-Training Feedback Motivation Keeping Score The End Game
The things one most wants to do are the things most worth doing. Winifred Holtby
TO COMPLETE A REVIEW Click Here 5/4/09
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