What Motivates Us: Beyond Money How Can We Drive Engagement and Performance? Rebecca S. Ayers, PhD

Transcription

1 What Motivates Us: Beyond Money How Can We Drive Engagement and Performance? Rebecca S. Ayers, PhD Manager, Performance Management Solutions U.S. Office of Personnel Management

2 Warm-up Activity Issue 1: What are the biggest concerns among employees about award programs and how they are recognized for work contributions? Issue 2: What are the biggest challenges or concerns among managers about award programs and how they can recognize employees for work contributions? TMA P R O G R A M Training and Management Assistance 2

3 What is Employee Engagement? Engagement is the extent to which employees: feel passionate about their jobs; are committed to the organization; and put discretionary effort into their work. 3

4 Perspectives on Engagement 4

5 Perspectives on Engagement 5

6 Satisfaction & Engagement 6

7 Employee Satisfaction vs. Employee Engagement Engagement is not satisfaction Satisfied employees are merely happy or content with their jobs and the status quo. For some, this might involve doing as little work as possible. Engaged employees are motivated to do more than the bare minimum needed in order to keep their jobs. Employee satisfaction only deals with how happy or content employees are covers the basic concerns and needs of employees does not address employees level of motivation or involvement 7

8 Roots of Engagement People want to be a part of something big People want to feel a sense of belonging People want to go on a meaningful journey People want to know their contributions make a significant impact or difference TMA P R O G R A M Training and Management Assistance 8

9 Reward Performance Plan Reward Communicate and Develop Monitor Rate TMA P R O G R A M Training and Management Assistance 9

10 Understanding Performance Ability Performance Motivation Opportunity TMA P R O G R A M Training and Management Assistance 10

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12 People don t change that much. Don t waste time trying to put in what was left out. Try to draw out what was left in. That is hard enough. You can t motivate other people. You can only influence what they re motivated to do. TMA P R O G R A M Training and Management Assistance 12

13 The Basics: Maslow s Hierarchy TMA P R O G R A M Maslow, 1943 Training and Management Assistance 13

14 The Basics: Theories X and Y THEORY X Employees dislike work Productivity must be coerced and controlled Employees will avoid responsibility and seek direction when possible Security is the ultimate value ambition lowest THEORY Y Work is a natural (and good) part of life People will exercise selfdirection and self control if they are committed to the goals Most people can accept or even seek out responsibility Most people can be innovative decision makers not just managers TMA P R O G R A M McGreggor, 1957 Training and Management Assistance 14

15 The Basics: Two Factor Theory DISATISFACTION Working conditions Quality of supervision Salary & Status Security Job Company policies and administration Interpersonal relations SATISFACTION Achievement Recognition for achievement Responsibility for task Interest in the job Advancement to higher level tasks Growth TMA P R O G R A M Herztberg, 1968 Training and Management Assistance 15

16 The Basics: Two Factor Theory TMA P R O G R A M Herztberg, 1968 Training and Management Assistance 16

17 The Basics: Need Theory TMA P R O G R A M McClelland, 1985 Training and Management Assistance 17

18 Levers for Motivation Human Needs Link desired behavior to an unmet need Recognize that different people have different needs identify what these are and tailor conditions accordingly Tailor job characteristics to address higher order intrinsic motivations 18

19 Behavioral Motivators Cognitive Cognitive Evaluation Job Design Goal-Setting Social Equity Theory Public Service Motivation Self-Efficacy TMA P R O G R A M Training and Management Assistance 19

20 Levers for Motivation Cognitive/Behavioral Translate desired behavior into a set of challenging and specific goals that participants adopt as their own Ensure staff understand the value of a given outcome Ensure staff know they have the knowledge, skill, and ability to carry out the given behavior Create jobs that are intrinsically meaningful and rewarding Make rewards contingent upon performance Social/Cognitive Link the enactment of a desired behavior to promotion of positive self-identify Create an organizational culture that reinforces the enactment of a desired behavior Create a sense of obligation around desired behavior by associating it with personal values Create opportunities for prosocial comparisons Be transparent in how rewards are allocated 20

21 Neuroscience of Motivation Status Certainty Fairness Autonomy Relatedness TMA P R O G R A M Training and Management Assistance SCARF Model, David Rock 21

22 Award Expectancy Awards are an important component of performance management Employees should see a link between actions and activities and awards Awards should be linked to future behavior 50% 40% 30% 20% 10% 0% Vroom, 1964 FY 2014 Employee Viewpoint Survey Percent Agree 31.7% In my work unit, differences in performance are recognized in a meaningful way. 41.2% Awards in my work unit depend on how well employees perform their jobs. 22

23 Non Monetary Awards What Motivates You? Just Ask. Non Monetary Motivators Peer to Peer Recognition (Shout outs, TinyPulse Cheers for Peers) Management Recognition ( s, team meetings, lunches) Formal Organization Recognition (Director Awards, Star Awards, Employee of the Month) Social Events (Lunches, holiday socials) Build Community (Social media, volunteer activities) Team Building (Offsites, team building exercises) Task Variety (Details, shadowing, mentoring, training) 23

24 You can design and create, and build the most wonderful place in the world. But it takes people to make the dream a reality. -Walt Disney 24

25 Thank you Rebecca S. Ayers, PhD Manager, Performance Management Solutions HR Solutions U.S. Office of Personnel Management (919) Visit us at: The Best Strategies Today for Great Government Tomorrow 25