Motivating the team Barbara Allan Business School University of Hull
What motivates people? • Jane is motivated by: • Being able to make my own decisions • Doing a good job • Being able to pay the mortgage
What motivates people? Sam is motivated by: • Helping people • Working with friendly people • Not doing the same thing every day.
What motivates people? Ben is motivated by: • Learning new things • Doing an interesting job
3 approaches to motivation • Individual needs • Satisfiers and dissatisfiers • Goal setting
Individual needs • Find out what motivates individuals • Wherever possible provide for their needs This section on individual needs is based on Maslow’s ideas about motivation.
Individual needs 1 • Physiological needs - water, food, fresh air, warmth. • Safety & security needs - financial security, physical and emotional safety. • Social needs - working relationships.
Individual needs 2 • Self esteem - praise and recognition • Self actualisation - autonomous working, personal development, promotion.
How can supervisors use this model of individual needs? Check out the following in your workplace: • Physiological needs - water, temperature, fresh air • Safety & security needs - health and safety, emotional safety. • Social needs - working relationships • Self esteem - give praise • Self actualisation - help individuals learn and develop
Satisfiers and dissatisfiers This section on satisfiers & dissatisfiers is based on Herzberg’s ideas about motivation.
Satisfiers and dissatisfiers DISSATISFIERS • Physical environment - temperature, café, toilets, car parking, office space • Working practices - rota, distribution of work • Job security - permanent/temporary contracts, threat of redundancy • Salary
Satisfiers and dissatisfiers SATISFIERS • The work itself • Responsibility • Recognition • Working relationships • Possibilities for promotion
How can supervisors use this model of satisfiers and dissatisfiers? • Listen to team member’s grumbles – these often relate to dissatisfiers. Put effort into sorting them out.
How can supervisors use this model of satisfiers and dissatisfiers? • Pay attention to the satisfiers. • Reflect on the following questions: • How is the work organised? • How is responsibility shared within the team? • How do you recognise and reward individual effort? • How well does the team work together? • How do you support individuals in their future work plans (qualifications or promotion)?
Goal Theory is concerned with the goals that individuals set for themselves and the suggestion that the more challenging the goal then the better their performance at work.
How do you set goals or targets? Make sure that they are SMART: • Specific • Measurable • Achievable • Relevant • Time-bound
Example targets • I will attend the one-day course on Using Excel by the 31 January 2007. • I will check the printers three times a day and make sure that they are working and topped up with paper.
In summary • Get to know your team • Listen to grumbles and work towards resolving them • Praise people and recognise their efforts • Give people responsibility • Identify and share development and promotion opportunities • Spend time building and developing the team.
Reading list Allan, B. Supervising and Leading Teams in ILS. Facet Publishing, due to be published autumn 2006. Knight, S. NLP at Work, revised edition, London, Nicholas Brealey, 2002.
Thank you Barbara.Allan@hull.ac.uk