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Motivating Staff - Without (Necessarily) Paying Them More: Presented by

This document discusses strategies for motivating staff without necessarily increasing pay. It summarizes that staff motivation can be improved through both extrinsic and intrinsic rewards. Extrinsic rewards include compensation and benefits while intrinsic rewards involve job design elements that promote commitment, competence and growth. The document recommends maintaining a participatory leadership style, involving staff in goal-setting, consistently recognizing good work, and cultivating an organizational culture that values teamwork and autonomy.

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Simon Bwanika
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56 views

Motivating Staff - Without (Necessarily) Paying Them More: Presented by

This document discusses strategies for motivating staff without necessarily increasing pay. It summarizes that staff motivation can be improved through both extrinsic and intrinsic rewards. Extrinsic rewards include compensation and benefits while intrinsic rewards involve job design elements that promote commitment, competence and growth. The document recommends maintaining a participatory leadership style, involving staff in goal-setting, consistently recognizing good work, and cultivating an organizational culture that values teamwork and autonomy.

Uploaded by

Simon Bwanika
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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Motivating Staff - Without (Necessarily) Paying Them More

Presented By:
Chuck Hoffman Director Workforce Development Center Division of Continuing Education New York City College of Technology

5/2/2012

Are you motivated?


New supervisors take motivation for granted. If staff is getting paid to do a job, they should do it to the best of their ability. If staff are not working to the best of their ability, a new supervisor may consider a punitive response, such as the threat of consequences, to motivate workers.

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TRUISMS ?
..there is not one shred of evidence for the alleged

turning away from material rewardsAntimaterialism is a myth, no matter how much it is extolled
Peter Drucker (1974).

Job performance = Ability x Motivation


Ability depends on education, experience and training and its improvement is a long, slow process.

Motivation can be improved relatively quickly.


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DEFINITION
Motivation is defined as the process of arousing and sustaining goal-directed behavior. It is considered one of the most complex topics in organizational behavior.
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Theories of Motivation - 1
1.

Theory of Needs (David McClelland 1965)


- Need for Achievement - Need for Power - Need for Affiliation

2.

Theory X and Theory Y (1960)


Theory X Workers are lazy, dislike responsibility and making decisions. Are only interested in pay and benefits. They need to be controlled and threatened to get the job done. Theory Y Workers are self-directed. They want more creativity, responsibility and decision-making activity. Work is an opportunity for growth, development and self-actualization.

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Theories of Motivation - 2
3

Expectancy Theory (Victor Vroom)

Productivity increases when workers see that their effort and performance is rewarded. The reward needs to be what the worker thinks is important.

4 - Human Relations Theory ( Elton May and others) Group dynamics and interpersonal relationships , including the organizational culture, have a profound affect on motivation.
5 - Equity Theory Workers need to feel that there is an equitable balance between the effort that they put into their job and what they get out of it, particularly in comparison to other workers doing the same job.
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Theories of Motivation - 3
6. Goal-Setting Theory
Workers should be given specific and difficult to achieve goals and, if possible, should participate in the goal setting process.

7. Reinforcement (Behavior) Theory (B.F. Skinner)


Workers will exert more effort on tasks that are reinforced through some reward system and will minimize behaviors that have a negative consequence.

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Summation
Staff need to be recognized and rewarded for their work The reward system should be fair and transparent Staff should be encouraged to participate in goal setting and decision making Pay attention to the organizational culture Pay attention to leadership style

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Organizational Culture - CE
A common perception or system of shared meaning held by members of the organization or unit that distinguishes it from other organizations or units. Could be thought of as a subculture. CE organizational culture is different from other college departments CE organizational culture is different at every college Units within CE departments sometimes have different organizational cultures While the organizational culture has a historical basis shared values, ways of getting things done it is open to change CE organizational culture is leader-driven and frequently determined by the values, personality and leadership style of the person (s) in charge the Dean or Director.
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Leadership Styles
Leadership style is usually a reflection of an individuals personality, temperament, values , the system you work in and the dominant organizational culture. Most prominent styles are:
Coercive my way or the highway . Very controlling. Does not allow

independent decision-making or autonomy. Authoritarian Overly concerned with rules and procedures. Does not encourage much independent decision-making or autonomy. Participatory Encourages team work and supports independent decision-making and autonomy. Coach Models behavior, sets an example. Consistently encourages staff efforts. Mentor Takes a personal interest in staff members and encourages their efforts.
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Reward Systems
A good reward system provides both

extrinsic and intrinsic rewards that enable staff members to meet their personal needs, feel challenged and enabled, and are distributed in a fair and equitable manner.

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Extrinsic Reward System


Extrinsic rewards are tangible benefits that are tied to tenure and productivity. They include: Salary structure that takes into consideration job complexity, skills, experience, education, importance to the organization and current and future funding. Fringe benefit package that includes sick leave, annual leave, medical coverage, pension, etc. Opportunities for lateral and vertical movement Opportunities for staff development Alternate work arrangements flexible schedules, working from home Sufficient resources office space, computers, fax machines, good phone system, duplicating machines, furniture Employee Service Benefits Employee Assistance Program (EAP), tuition reimbursement, flexi benefits
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Intrinsic Reward System


Intrinsic factors refer to changes in job design or structure which

strengthens the workers commitment, feeling of competence and personal growth. Promote and encourage teamwork for all projects and let the teams decide how the work is organized Give staff more autonomy and decision-making responsibility Involve staff in setting goals and objectives and planning strategies to meet those outcomes Provide staff with information about the big picture Encourage risk-taking Recognize workers for their productivity and accomplishments Maximize promoting from within Develop and implement a checking in system
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So, how do you motivate staff without (necessarily)paying them more?


1. 2.

3.
4.

5. 6.

Make sure you have good extrinsic and intrinsic reward systems in place. Maintain a participatory leadership style and also function as a coach and mentor. Involve staff in establishing goals and objectives and developing their own strategies. Encourage an organizational culture that values teamwork, autonomy, decision-making, personal growth and development and productivity Consistently recognize and support staff Be flexible
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12 Questions to Measure Employee Engagement


Do you know what is expected of you at work? Do you have the materials and equipment you need to do your work? At work, do you have the opportunity to do what you do best every day? In the last seven days, have you received recognition or praise for doing good work? Does your supervisor, or someone at work, seem to care about you as a person? Is there someone at work that encourages your development? At work, do your opinions seem to count? Does the mission of your organization make you feel your job is important? Are your fellow workers committed to doing quality work? Do you have a best friend at work? In the last six months, has someone talked to you about your progress? In the last year, have you had opportunities at work to learn and grow?
The Gallop Organization, Princeton, NJ 15

5/2/2012

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