Post on 12-May-2018
Motivation
Motivation A key component of the leadership process is to
engender willing alignment with organizational goals.
This process is motivation – installing an “engine” of desire to achieve.
This is not the same as compliance – compliance is movement; motivation is energizing.
“A leader takes people where they want to go. A great leader takes people where
they don’t necessarily want to go, but ought to be.”
Rosalyn Carter
Maslow’s Need Hierarchy
Physiological
Security
Belongingness
Esteem
Self Actualization
Herzberg’s Two Factor Theory
Zero
Dissatisfaction
Satisfaction
Herzberg’s Two Factor Theory
Hygiene Factors vs. Motivators
Hygiene factors bring one to “zero state”
Hygiene Pay
Working conditions Co-workers
Working Hours
Motivators Nature of the
work Recognition Responsibility
Sense of Achievement
Four Emotional Drives
Employee Motivation: A Powerful New Model, Nitin Nohria, Boris Groysberg, and Linda-Eling Lee; HBR, July 2008
DRIVE PRIMARY LEVER ACTIONS Acquire Reward System • Sharply differentiate good performers from
average and poor performers • Tie rewards clearly to performance • Pay as well as your competitors
Bond Culture • Foster mutual reliance and friendship among coworkers • Value collaboration and teamwork • Encourage sharing of best practices
Comprehend Job Design • Design jobs that have distinct and important roles in the organization • Design jobs that are meaningful and foster a
sense of contribution to the organization
Defend Performance Management and Resource Allocation Processes
• Increase transparency of all processes • Emphasize their fairness • Build trust by being just and transparent in
granting rewards, assignments, and other forms of recognition
Job Design Employee motivation can be achieved through jobs designed to generate experiences for the employee of
• Meaningfulness • Skill variety • Task identity • Task significance
• Responsibility • Autonomy • Complete work “unit”
• Knowledge of the results of one’s efforts • Feedback
Hackman and Oldman, 1980; Pinder, 1984
Motivation: Cross-Generational Leadership Approach Across the Generations
Baby Boomers
• Engage through challenging, stimulating work that makes a difference to the organization • Provide clear measure of performance • Provide accurate monitoring, evaluation, & doc of work
performance with specific feedback • Provide fair distribution of recognition and reward for hours worked
Gen X
• Engage through challenging, stimulating work that makes a difference to the organization • Provide opportunities to grow • Allow to make choices • Provide opportunity for healthy work/life balance/flexibility
Gen Y
• Engage through challenging, stimulating work that enables them to learn new skills • Provide a collaborative work environment and opportunities for
training, coaching, and mentoring from seasoned professionals • Encourage risk taking and learning through their experiences and
mistakes • Provide frequent praise, recognition, & job related feedback
Cross-Generational Leadership
Be clear on what you value, lead by example, foster an open exchange of ideas, & provide support
Treat everyone with respect Give everyone a chance to think for
themselves Establish clarity & individual alignment with
the vision and mission Coach / Mentor Enable social opportunities for generations to
develop relationships Provide praise and recognition
“Rewarded and recognized is repeated.” -Michael LeBeouf
“Outstanding leaders go out of their way to boost the self-esteem of their personnel. If people believe in themselves, it’s amazing
what they can accomplish.”
-Sam Walton
Failure Is Not An Option
Summary Motivation comes from within. We can only set up a motivating environment. Don’t underestimate the power of a compelling
purpose. The best motivators are “free.”