Motivating

Employees
Theory and
applications
By: MA. VERONICA R. PAR
MAED-Language Teaching

MOTIVATION
What is motivation?
MOTIVATION = Value of outcome x expectation of
achieving it
Motivation is a desire to achieve a goal, combined
with the energy to work towards that goal.

Motivation is everything. You can do the

work of two people, but you can't be two
people. Instead, you have to inspire the next
guy down the line and get him to inspire his
people.

Motivation is the art of getting

people to do what you want them to
do because they want to do it.

WHAT MOTIVATES PEOPLE

External Rewards

Internal Rewards

Salary

Achievement

Working conditions

Responsibility

Benefits

Recognition

Environment

Feedback
Learning and growth

WHAT MOTIVATES PEOPLE

Achievement

Recognize achievements through programs that

showcase performers.

Responsibility

Have volunteer programs and other programs

that enable employees to showcase their
responsibility towards each other and the society
at large.

Recognition

Recognize winners through awards like Service

Quality Awards, Best Operations Awards, Best
Trainer Awards, etc.

Feedback
Learning and
growth

Follow a system of feedback and performance

appraisal i.e the 360o system in which both the
boss and subordinate participate.
Give a lot of importance to training and development and
have various training academies to cater to various
sections of employees.
Analyze training needs to recognize competency gaps
and impart knowledge through customized training
programs.

WHAT MOTIVATES PEOPLE

In addition to the external and internal awards, have:

Employee engagement

Challenging job profiles

Keep them self-motivated

Good projects

Job rotation

Job security / stability

Good team, co-workers, bosses

But what happens when there is

not enough motivation among the
employees?

LESS or NO MOTIVATION =
DEMOTIVATION

WHY PEOPLE LEAVE

Top Reasons why people leave their jobs
- Harvard Business Review
Learning Opportunities
to learn new skills

In addition to:

Feedback, especially for stars

Level of responsibility

Coaching and
managers

feedback

Job content
by

Bad Bosses
conflict with the boss as one of
the top most reasons for the
departure of top performing
employees

Company culture
Caliber of Colleagues
Low growth potential
Lack of challenge
Lack of autonomy
Not enough money
Work environment issues

THEORIES OF
MOTIVATION
Maslows
Herzberg
McClellands

MASLOWS HIERARCHY OF NEEDS

Self
actualization
(Confidence,
achievements,
freedom)
Self esteem
(fame, recognition,
reputation, dignity)
Love and belonging
(children, friends,
partners)
Safety needs
(shelter, job security,
retirement plan, insurance)
Physiological needs
(air, water, food, rest, exercise,etc)

Herzberg Theory

MCCLELLANDS MOTIVATIONAL NEEDS THEORY

ACHIEVEMENT

AFFILIATION

MCCLELLANDS: ACHIEVEMENT
The belief that it is important to meet or
exceed a standard of excellence.

If

POWER

you scored
Achievement:

highest

in

You place importance on doing

things better, faster or in new
Focus upon:
ways
Out-performing others
You want to use time well and get
Performing against internal standards of
frustrated by time-wasting
excellence
Achieving
unique
or
innovative You can see organizational
politics as a waste of time
accomplishments
Given the choice of doing something
Long-range career planning
yourself or delegating, you would
probably choose to do it yourself

MCCLELLANDS: AFFILIATION
The belief that establishing and maintaining close, friendly
relationships is important
Focus upon:
Being liked, accepted and popular
Concern about separation or disruption of relationships
Seeing group tasks as primarily social activities
If you scored highest in Affiliation:
You place highest priority on avoiding conflict and
maintaining good relations
You are concerned about peoples feelings
You take time to socialize at work and are in touch
the grapevine
If you had to delegate to someone who might resent
the extra work, you would most likely do it yourself

MCCLELLANDS: POWER
The belief that having an impact matters.
Focus upon:
Feeling or being perceived as strong, effective and influential
Taking forceful actions that affect people
Giving unsolicited support or advice
Influencing, persuading or making a point
The value for Power can take 2 forms:
1. Personalized Power used for self-benefit
2. Socialized Power used for the benefit of others
If you scored highest in Power:
You are most concerned with having impact on events
and people
You make a point of understanding organizational
politics and influential relationships
When used as socialized power and given the choice of
doing something yourself or delegating, you would prefer
to let the other person complete the task so that they
can learn and develop.

HOW YOU CAN

DO IT IN YOUR
ORGANIZATION

MOTIVATING
TRUST

Respect, communication, credibility

PRIDE

Work related to the person

CAMARADERIE

Team building exercises, promoting

team work, contests, create
communities

PERFORMANCE APPRAISAL

How to evaluate your people?

Performance Appraisal Systems contain two basic systems:
Evaluation System

Feedback System

To identify the performance gap (if

any).

To inform the employee about the

quality of his or her performance.

This gap is the shortfall that

occurs when performance does
not meet the standard set by the
organization as acceptable.

The appraisers also receives

feedback from the employee
about job problems, etc.

STRATEGIES FOR MOTIVATION

Positive reinforcement

Effective discipline

Treating people fairly

Satisfying employees needs

Setting work related goals

Restructuring jobs

Base rewards on job performance

EXECUTIVE COMPENSATION
Five basic elements of executive compensation:

Salary

Short-term incentives

Long-term incentives

Employee benefits

Perks

EMPLOYEE ENGAGEMENT

What it is not

What it is

Praise

Partnering

Merchandise

Involvement

Money

Respect

Pat on the back

Individualism

EMPLOYEE ENGAGEMENT

Customized training programs

Help people build trust, pride and camaraderie

Develop high degrees of credibility in everything that we say and do

Play hard, party hard

Encourage community building

Follow a good feedback and appraisal system

Give everyone clear goals

Maintain mentor-mentee relationships

Follow shared responsibilities towards each other, client and the

franchisee

EMPLOYEE ENGAGEMENT
Why is employee engagement important?
Engaged Employees Loyal Customers Bigger Profits.
If the staff are motivated then the customers will be happy
The shareholders will then benefit through the company's success.

TOP 10 TIPS

Notice each individual

Say Thank-you, even a smile can make a big difference.

Make staff feel respected and valued

Share your experience and knowledge

Be confidence about people.

Be honest and trustworthy

Dont take personal credit for their success

Create a blame-free culture

Set developmental goals

Make work fun!!

Thank you