Intrinsic Motivation Using Personal Learning Plans

Leo de Sousa, BCIT

Leadership Track, Session 4

IT4BC| Sharing, Collaboration, Innovation| June 9-10, 2011

Building Intrinsic Motivation Using Personal Learning Plans for High Technology Workers


Agenda Background Supporting Motivational Theories An Approach for Motivation Conclusions Definitions and References


Background

I am currently a distance Masters student at Syracuse University taking a Masters of Science in Information Management. Last fall, I took a course called Motivation with Information – IST 617.

This is talk stems from a research paper I wrote …

http://ischool.syr.edu/academics/graduate/msirm/index.aspx


Background - ApproachThis presentation explores an approach to build intrinsic motivation in High Technology Workers which:• motivates them to work on their personal

learning plans• to earn rewards in their personal, educational and

career objectives• in a work environment governed by a Collective

Bargaining Agreement.


Background - OrganizationOverview of IT Services @ BCIT (www.bcit.ca/its)

• Centralized IT organization• 100 staff = 6 management, 4 BCGEU and 90 BCIT Faculty and

Staff Association members (FSA)• Majority of IT Services staff are BCIT FSA members• BCIT FSA has 3 generic job descriptions – Junior, Intermediate

and Senior Systems Analyst• Compensation is governed by the Collective Bargaining

Agreement (CBA) between BCIT and BCIT FSA


Background - CompensationCBA Compensation Areas:

• Holidays, Vacations and Leaves• Professional Development• Placement and Advancement• Salary, Hourly Rates and Allowances• Insurance/Benefit Plans• Administrative Allowances

** no provision for rewards or bonuses in contract **


Background - ChallengesThis constrained environment is a significant challenge for managers to motivate and reward staff.

Challenges for Managers:• Must manage to the CBA which does not allow for rewards =

manage to the lowest common denominator• If there is an appearance of breaking the rules, a grievance

could result = management inaction• High tech environment is constantly changing and staff need

to keep up = staff fall behind in their knowledge and skills


Supporting Motivational Theories

• Adam’s Equity Theory

• Vroom’s Expectancy Theory


Adam’s Equity TheoryThe table below shows how Adams’ Equity Theory balances between inputs and outputs as well as the measure of equity as perceived by the person. (Chapman, 2010)

inputs equity dependent on comparing own ratio of input/output

with ratios of 'referent' others

outputs

Inputs are typically: effort, loyalty, hard work, commitment, skill, ability, adaptability, flexibility, tolerance, determination, heart and soul, enthusiasm, trust in our boss and superiors, support of colleagues and subordinates, personal sacrifice, etc.

People need to feel that there is a fair balance between inputs and outputs. Crucially fairness is measured by comparing one's own balance or ratio between inputs and outputs, with the ratio enjoyed or endured by relevant ('referent') others.

Outputs are typically all financial rewards - pay, salary, expenses, perks, benefits, pension arrangements, bonus and commission - plus intangibles - recognition, reputation, praise and thanks, interest, responsibility, stimulus, travel, training, development, sense of achievement and advancement, promotion, etc.


Adam’s Equity TheoryThe diagram below shows how Adams’ Equity Theory balances between inputs and outputs as well as the measure of equity as perceived by the person. (Chapman, 2010)


Vroom’s Expectancy TheoryExpectancy Theory is based on an employee’s beliefs: • Valence - refers to emotional orientations which people hold

with respect to outcomes (rewards) – the value the person attaches to first and second order outcomes

• Expectancy – refers to employees’ different expectations and levels of confidence about what they are capable of doing – the belief that effort will lead to first order outcomes

• Instrumentality – refers to the perception of employees whether they will actually receive what they desire, even if it has been promised by a manager – the perceived link between first order and second order outcomes


Vroom’s Expectancy TheoryThese 3 factors interact together to create a motivational force for an employee to work towards pleasure and avoid pain. The formula for this force is:

Valence of outcome x Expectancy act will be result in outcome (Instrumentality) = Motivation Force

Effort Level

Expectancy

First Order Outcomes Performance Creativity Tardiness Reliability

Instrumentality

Second Order Outcomes Praise from boss Salary increase Demotion Job security Acceptance by

Co-workers


Approach for Motivation

“Although you may have little scope to change pay policies and make substantial changes to what people earn, there is plenty you can do. Making sure you hold regular one to one meetings to discuss goals and personal development is a valuable investment in time. Set goals for your team and help them to create their own personal development plan.” (Swinton, 2006)


Approach for Motivation - Steps

Steps for a Manager to begin:

• Make a commitment to your staff to help them with their career aspirations – do you have a PLP?

• Meet regularly with your staff - at least twice a year – aligned to funding cycles to support plan

• Collaboratively build a Personal Learning Plan to support shared Institute and Employee goals – shared ownership and responsibility


Approach for Motivation - AttributesAttributes of developing a Personal Learning Plan (PLP):

• A “living” document that captures learning activities over time• Uses “SMART” learning objectives to ensure plans are realistic• Captures the commitments of the employer and the employee• Provides time for managers and employees to “plan”

* SMART = (S)pecific, (M)easurable, (A)ctionable, (R)ealistic, (T)ime Bound


Approach for Motivation - Components• Career Interests – general interest areas• Current Position – learning needs for current job• Learning Goals – high level goals mutually defined• Learning Activities – “SMART” activities to help achieve

learning goals• Target Date – planned date• Evidence of Success – mutually defined success measures

before the learning activity is started• Employee and Employer Commitment – this could be time

and/or funding


Personal Learning Plan

Template

PERSONAL LEARNING PLAN

Name Position Date Department Career Interests Current Position

Learning Goals

Learning Activities

Targeted Completion Date

Evidence of Success

Employee Investment

BCIT Investment

If additional space is required, please copy this form or turn over and use the back of this document. ___________________________ ____________________________ Employee Signature Manager Signature Date _______________________ Date ________________________


Approach for Motivation - BenefitsBenefits of developing a Personal Learning Plan (PLP):

• Reinforces the shared responsibility of the employer/manager and the employee to career development benefiting the employee and the company

• Allows employees at lower positions to build skills and competencies so they can apply to reclassify to higher level positions

• Allows employees to build skills and competencies so they can apply for different jobs and roles in the organization

• Keeps job skills current in a rapidly changing high technology work environment


Approach for Motivation - RewardsReward Scenarios of Constructing a PLP:

(1) Allows employees to reclassify to higher level positions – PLP is a supporting document for reclassification process

(2) Allows employees to apply for different jobs – PLP shows development in other areas of IT

(3) Enables employees to remain current in their field reducing stress from technology change – being current with the technology employees work with reduces their stress

(4) Employees who are supported by training and professional development are more engaged in the work they do


Conclusion

Implementing Personal Learning Plans with high technology employees provides a manager the opportunity to provide rewards that benefit the employee and the organization.


ConclusionDeveloping PLPs with your staff provides multiple motivational and rewarding impacts:• Reinforces the shared responsibility of the manager and the

employee• Allows employees at lower positions to build higher level skills

and competencies • Allows employees to change jobs by building skills and

competencies • Keeps job skills current with a rapidly changing high tech work

environment


Conclusion

Personal Learning Plans are “living” documents that require an investment of time by the employee and manager to build plans that are realistic and achievable.

If managers choose to invest the time and effort, they tangibly enhance the personal, educational and career rewards of their employees.

• Collective Bargaining Agreement (CBA): A written contract between an employer and a labor union, for a definitive period of time, spelling out conditions of employment, wages, hours of work, rights of employees and the union, and procedures to be followed in settling disputes.

• Personal Learning Plan (PLP): A structured and collaborative process between an employee and their manager with goal of creating a plan for the employee’s personal, educational and career development.


Definitions

• SMART Objectives: A mnemonic used in performance management to describe the goals and targets set for employees. SMART stands for : Specific, Measurable, Achievable, Relevant, and Time Bound.

• Total Compensation: A Human Resources term used to describe the complete compensation an employer provides to employee including salary, benefits, pension, health care and government benefits.


Definitions

• BCIT FSA, B. (2007, July 1). Collective Agreement 2007-2010. Retrieved Nov 26, 2010, from BCIT Faculty and Staff Association: http://www.bcitfsa.ca/Documents/2007-2010CollectiveAgreement.pdf

• Brown, C. (2010, Feb 26). Reward Management and Motivational Theory. Retrieved Nov 20, 2010, from uPublish.info: http://www.upublish.info/article.php?id=316070&act=print

• Chapman, A. (2010, Feb 1). Adams' Equity Theory. Retrieved Nov 20, 2010, from businessballs.com: http://www.businessballs.com/adamsequitytheory.htm

• de Sousa, Leo (2011, Apr 22). Building Intrinsic Motivation Using Personal Learning Plans for High Technology Workers. http://leodesousa.ca/2011/04/building-intrinsic-motivation-using-personal-learning-plans-for-high-technology-workers/

• Deci, E. L. (1995). Why We Do What We Do: Understanding Self Motivation. Penguin Books.• Swinton, L. (2006, Oct 12). Adams Equity Motivation Theory; Put Workplace Psychology Into

Action and Increase Motivation. Retrieved Nov 25, 2010, from Management for the Rest of Us: http://www.mftrou.com/adams-equity-motivation-theory.html

• Vroom, V. H. (1964). Work and Motivation. John Wiley & Sons, Inc.


References

http://www.businessballs.com/adamsequitytheory.htm

http://www.businessballs.com/adamsequitytheory.htm

Intrinsic Motivation Using Personal Learning Plans

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