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MOTIVATION - Coggle Diagram
MOTIVATION
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REWARDS
EXTRINSIC
External, tangible forms of recognition, like pay, hikes, promotion, bonus, prizes.
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Money often motivates wrong behaviors, like encouraging people to cut ethical corners to earn a bonus. It does not build commitment.
INTRINSIC
Produce non-quantifiable personal satisfaction like sense of accomplishment, Personal control over one's work, feeling that one's work is appreciated.
Examples, Southwest Airlines, Lowest level of turnover; recognition and team spirit are the motivators
Managers have control over the intrinsic rewards experienced by the subordinates.
- Compliment good work on the spot
- Involve subordinates in planning.
What can Managers do?
Introduce Challenge: When presented with tougher assignments, employees will rise to the challenge.
Demonstrate Trust by removing controls, asking the person to create a plan or schedule, or by putting a subordinate incharge of something you would normally handle.
Ask and listen about employees' real interests.
Make Jobs More Complete: Give people a challenging, complete unit of work.
Job Sculpting: Design jobs that match the "deeply embedded life interests" of employees. Example: 1. A Competent engineer with an interest in counseling and mentoring can be asked to plan and manage the orientation of newly hired engineers.; 2. A salesperson with an interest in quantitative analysis might be given new duties working with firm's market research analysis.
Encourage some people to become Experts: Having people with deep knowledge in key areas is a plus in the team.
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Preserve Subordinate's Dignity: Maintain your subordinate's dignity and self-respect even when you are critical of their performance. 1st law of supervision: Praise in Public, and criticize in private.
Sack the Slacker: Set high but achievable levels and challenge people to meet them.
If slackers do not rise to the challenge, reclaim them with training and coaching; Move them to positions more suited for their level of work, last resort is to Dismiss them
Empower, don't micromanage: People feel motivated when they feel as though they own what they do. Ownership means having control over the information and the decisions that involve one's immediate work. Example, Continental Airlines, 1994
Hire Self-motivated people: Optimistic, confident, goal-oriented, ambitious
Be a Good Boss: Empower People
Acknowledge the contributions of others
Reward genuine performers
Provide objective feedback
Taking interests in the goals of the subordinates