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Motivating Employees & Getting the Best Out of People - Coggle Diagram
Motivating Employees & Getting the Best Out of People
Motivation
Work Motivation (Pinder, 2008)
Set of energetic forces that originate w./in & beyond individual's being
To initiate work-related behaviour
To determine form, intensity, & duration
Predict performance based on motivation
If in right environment
Performance & Motivation (Pinder, 2008)
Performance = Motivation + Ability + Environment
Importance of Work Benefits
Less time off
Higher productivity
Less turnover
Positive workplace relationships
Better customer relations
Better performance
Critical Evaluation
If motivation high then staff pro-active & not want to lead
How to disentangle motivation from other concepts/influences
Limitation of Idealisation
Practicality override motivation
Personal life
Better opportunities
Better pay
Better prospects
Low job satisfaction but want to keep lifestyle
Types of Motivation
Intrinsic
Extrinsic
Intrinsic Motivation
From w./in person
Personal satisfaction
Enjoyment
Aligned values
Extrinsic Motivation
External to person
Reward/recognition
Avoidance of punishment
Models
2-Factor model
2-Factor Model (Herzberg)
Intrinsic vs extrinsic motivators
GO BACK TO WHAT SHE SAID
Stress Curve (Yerkes-Dodoson)
Performance as function of stress
Motivators present in stresses
Stress Types
Underload
Optimum
Overload
Extreme
Underload
Too little stress
Cause inactive/laid back performance
Optimum
Ideal stress
High end cause fatigue
Overload
Too much stress
Cause exhaustion
Extreme
Burn out
Cause anxiety/panic/anger & breakdown
Motivators & Stress
Intrinsic motivators present in optimum stress
Extrinsic motivators present in overload stress
Motivation Models
Intrinsic Motivator Models
Needs-based
Practice-based
Application-based
Need-Based Theory
Hierarchy of Needs (Maslow)
Basic needs fulfilled to be able to move up hierarchy
Hierarchy
Self-actualisation
Esteem
Love & belonging
Safety
Physiological
Limitation
Recently found out may have been taken out of contex
Function in day to day understanding how to motivate
Self-Determination Theory (Deci & Ryan, 1985)
Key motivators
Features
Autonomy
Competence
Relatedness
Autonomy
Choice
Exploration
Empathy
Competece
Challenge & feedback
Relatedness
Inclusive environment
Teamship
Limitation
Rooted in positive psych from health psych
Once understand person innate needs can help them flourish in endeavours
Come from place on individuals & how individuals function in social group
Pracice-Based Theories
Equity Theory (Adams, 1963)
Weigh up whether outcome of efforts is fair based on amunt being put in
Not objective but person's feeling about being treated fairly
Organisational Justice
Distibutive justice
Procedural justice
Informational justice
Interpersonal justice
Distributive
Is pay fair
Prodedural & Informational
Is organisation giving tools that need
Interpersonal Justice
Social groups
Expectancy (Vroom, 1960)
Belief that given amount of effort equal given
Expectation that performance leads to outcome/reward
If put in that amount of effort then the reward is what I want
Features
Expectancy
Instrumentality
Valence
Expectancy
Belief that given amount of effort = desired performance
Instrumentality
Expectation that performance lead to outcome/reward
Valence
Attractiveness of potential reward & extent will satisfy needs
Application-Based Theories
SMART Goal-Setting
Specific
Measurable
Achievable
Relevant
Time-bound
Job Characteristics (Hackman & Oldham, 1975)
Combination leads to motivating potential score for job
Characteristics
Skill variety
Task identity
Task significance
Autonomy
Feedback
Extrinsic Motivators
Kick in the backside
Safety
Kick in Backside Approach
Approaches
Physical
Psychological
Positive
Physical
Not allowed
Psychological
Invisible
Not physically painful
Not impact manager
Positive
Carrot on stick
Operant Conditioning
Performance influenced by expectation of reward/punishment
Motivated to achieve reward/avoid punishment
Nudges fit in
Small change to environment that encourage behaviour in certain way
Process of Operant Conditioning
Positive reinforcement introduced
To increase behaviour
Negative reinforcement introduced
To decrease behaviour
Psychological Safety
-
Safety Types
Psychological safety
Psychological danger
Psychological Safety
Comfort admitting mistakes
Learning from failure
Everyone openly shares ideas
Better innovation & decision-making
Psychological Danger
Fear of admitting mistakes
Blaming others
Less likely to share different views
Common knowledge effect
What Works
Practical Approaches
Look at peoples interests
Management & leadership training
Work achievement
Work feedback
Management & Leadership Training
Communication
Sensitivity
Work Achievement
Opportunies for growth & advancement
Recognition
Enjoyable work
Work Feedback
Continuous feedback
Meaningful reviews
Issues to Address
How values influence motivation
Where fixed/growth mindset fit into motivation theory/practice
Practical considerations need to make
How to motivate the unmotivated