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Motivational Skills

Motivational Skills. Dr. Rajendra Suwal Management and Leadership Development Specialist December 5, 2014. Overview of the Session. Understanding the concept of Motivation Evolution of Motivation Theory Applying Motivational Theory Motivation of Self and others

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Motivational Skills

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  1. Motivational Skills Dr. Rajendra Suwal Management and Leadership Development Specialist December 5, 2014

  2. Overview of the Session • Understanding the concept of Motivation • Evolution of Motivation Theory • Applying Motivational Theory • Motivation of Self and others • Motivation in the context of Army

  3. The Need for Motivation • Management’s goal is to Get the job done effectively • Requires job performance by employees • Job performance = f (ability x motivation) • Ability = f (Aptitude x Training x Resources) • Motivation = f (Desire x Commitment) • Motivation is, therefore, one of the key factors for effective management

  4. Motivation • “You can lead a horse to water but you cannot make it to drink.” • “I don’t motivate my players. You cannot motivate someone, all you can do is provide a motivating environment and the players will motivate themselves.” Phil Jackson after winning his 7th NBA title as a coach.

  5. What is Motivation? • It is the internal drive to accomplish a particular goal. In a work setting, motivation is what makes people want to work • It is, therefore, a person's desire and commitment to exert high levels of efforts toward organizational goals, conditioned by the effort's ability to satisfy some individual need. • Motivating –the process of arousing and sustaining goal-directed behavior

  6. Where Does It Come From? • The Person • Human Needs • Liking of the task • The Environment • Enriched Job Tasks • Goal setting interventions • Leader behavior • Group Norms and Organizational Culture

  7. Evolution of Motivation Theory • Scientific Management (Frederic Taylor) • Hawthorne Studies (Elton Mayo) • Hierarchy of Needs (Abraham Maslow) • Theories X and Y (Douglas McGregor) • Motivator-Hygiene Theory (Frederic Herzberg) • Achievement Motivation Theory (David McClelland)

  8. Scientific Management • Designed by Fredrick Taylor • Assumes all people are motivated by economic means • Based on 4 principles • Develop a scientific approach to each job element • Scientifically select, train, teach, & develop employees • Encourage cooperation between workers & managers • Divide work among workers & managers based on who is best suited for it

  9. The Hawthorne Studies • Experimented with job design, length of work day and week, break times, and incentives • Hawthorne Effect • Social needs also play an important role in employee motivation

  10. Maslow’s Hierarchy of Needs • Based on universal human needs individuals act to meet their unmet needs • Managers try to create workplace that will increase the likelihood that employees will meet all of their needs • If appealing to an already met need, it’s hard to motivate an employee

  11. Maslow’s Hierarchy of Needs Self-actualization needs Esteem needs Social needs Safety needs Physiological needs

  12. McGregor’s Theories X and Y • 2 contrasting sets of assumptions about human nature • Theory X – pessimistic • Theory Y – optimistic • A manager’s view of human nature affects the way they motivate and manage employees • McGregor believed Theory Y explained most employees

  13. Herzberg’s Motivator-Hygiene Theory • “What do people really want from their work experience?” • Motivating factors create job satisfaction • Hygiene factors create job dissatisfaction • Proper management of hygiene factors can prevent dissatisfaction but cannot provide motivation • Management needs to focus on job satisfiers

  14. Motivation factors increase job satisfaction • Company policy and administration • Supervision • Interpersonal relations • Working conditions • Salary • Status • Security • Achievement • Achievement recognition • Work itself • Responsibility • Advancement • Growth • Salary? Hygiene factors avoid job dissatisfaction Motivation–Hygiene Theory of Motivation

  15. Does Money Motivate? • Yes or no • Many sources list it as most important • Others minimize importance • One study in the U.S.A. indicated that • White-collar workers listed money as 10th • Blue-collar workers list as most important • Importance varies by individual • Necessary to maintain lifestyle

  16. McClelland’s Needs Need for Achievement –need for excellence, competition, challenging goals, persistence, and overcoming difficulties Need for Power – need to influence others, change people or events, and make a difference in life Need for Affiliation - need for warm, close, intimate relationships with others

  17. Applying Motivational Theory • Job Design • Job enlargement • Job enrichment • Job rotation or cross training • Work Schedule • Compressed work week • Flextime • Job sharing • Telecommuting

  18. Applying Motivational Theory, cont. • Recognition, Empowerment, & Economic Incentives • Formal recognition • Employee empowerment • Monetary incentives • Variable pay

  19. Factors That Must Be Present In Order For A Person To Be Motivated • Fulfillment of one’s basic needs • Healthy work environment • Security in one’s employment • Knowledge and ability to do the job required • Knowledge of the practiced employee policies and procedures

  20. Factors that contribute to Employee's Motivation • We are making a contribution • Supervisor’s praise • Respect of colleagues and peers • Being informed of happenings • Having meaningful & interesting work

  21. How to improve your self-motivation skills? • Stop Procrastinating • Eliminate all Negativity • Take Responsibility • Be Realistic • Make Concrete Plans • Give Yourself Rewards

  22. Importance of Motivation in Army It is important as an army leader that you be able to motivate subordinates to accomplish a physically challenging task or perform a hazardous task that is dangerous and life threatening.

  23. MOTIVATION TECHNIQUES FOR ARMY PERSONNEL • Serving as the ethical standard bearer • Developing cohesive teams • Rewarding and Punishing • Recognize and meet subordinate needs • Serve as and develop positive role models

  24. HOW WOULD YOU SERVE AS AN ETHICAL STANDARD BEARER? • By being decent, honorable and honest • WHAT CAN HAPPEN IN SITUATIONS WHERE THE LEADER DOES NOT SERVE AS A POSITIVE ROLE MODEL? • Will lack confidence, self discipline, and constantly avoid doing the right thing. • WHAT ARE SOME THINGS WHICH YOU CAN DO TO DEVELOP A COHESIVE TEAM ? • Train together; Develop a team; Give the team an identity and Worth; Participate in sports and social activities, etc. • REWARDS • Reward individual and team behavior that supports unit tasks and missions

  25. POSITIVE TOOLS OF MOTIVATION • Set the example • Establish clear goals and objectives • Obtain recommendations from every leader in the chain on rewards, training, and awards • Use the established awards system to the maximum • Create unit level certificates or awards for individuals and/ or units • Reward the desired behavior of an individual or group promptly • Present awards at a retreat, parade, or some other appropriate unit ceremony

  26. POSITIVE TOOLS OF MOTIVATION (CONT) • Give verbal praise liberally • Develop awards and ways of recognizing the majority of your soldiers who consistently meet or exceed the standard • Promote those who work hard, study hard, achieve standards, and influence others to achieve unit standards

  27. NEGATIVE TOOLS OF MOTIVATION • Give warnings about inappropriate behavior • Use verbal and written reprimands when appropriate • Ensure that every leader in the chain of command is involved in the process of judicial or non-judicial disciplinary action • Conduct reprimands, counseling, and corrective action as privately and as quickly as possible after an offense • Direct the punishment or counseling at the behavior, not the subordinate • The subordinate must know the desired behavior and be able to perform it acceptably

  28. Motivation Process 1. Identification of Needs • One way to identify needs is by listening carefully. Let the people talk freely with you and in your presence • Do not interrupt • Pay attention to everything that is being said by everybody • Ask them to explain further anything that you do not understand • Try to remain objective and do not show displeasure • Do not argue • Report back any important statements they make and explain that what you understand them to mean and allow them to correct what you say • Review in your own mind their feelings and important statements and identify whether the needs are extrinsic or intrinsic.

  29. Motivation Process Contd. 2. Clearly define your mission and relate your plans and programs with their needs as far as possible. In other words, help them see your plans and programs as contributing to achievement of their own goals and needs. 3. Make sure to help acquire all resources - technical, personnel, political, financial. 4, Encourage all the time while they are undertaking the activities. 5. Provide timely and honest feedback on the performance

  30. Thank you for Listening

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