Creating a Motivating Workplace Course Workbook. The National Food Service Management Institute The University of Mississippi

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1 Creating a Motivating Workplace Course Workbook The National Food Service Management Institute The University of Mississippi 2011

2 This project has been funded at least in part with federal funds from the U.S. Department of Agriculture, Food and Nutrition Service through an agreement with the National Food Service Management Institute at The University of Mississippi. The contents of this publication do not necessarily reflect the views or policies of the U.S. Department of Agriculture, nor does mention of trade names, commercial products, or organizations imply endorsement by the U.S government. The University of Mississippi is an EEO/Title IX/Section 504/ADA/ADEA Employer. 2011, National Food Service Management Institute, The University of Mississippi Except as provided below, you may freely use the text and information contained in this document for non-profit or educational use providing the following credit is included. Suggested Reference Citation: National Food Service Management Institute. (2011) Creating a motivating workplace. Author. The photographs and images in this document may be owned by third parties and used by The University of Mississippi under a licensing agreement. The University cannot, therefore, grant permission to use these images. For more information, please contact helpdesk@nfsmi.org. ii

3 National Food Service Management Institute The University of Mississippi Building the Future Through Child Nutrition The National Food Service Management Institute (NFSMI) was authorized by Congress in 1989 and established in 1990 at The University of Mississippi in Oxford and is operated in collaboration with The University of Southern Mississippi in Hattiesburg. The Institute operates under a grant agreement with the U.S. Department of Agriculture, Food and Nutrition Service. PURPOSE The purpose of the NFSMI is to improve the operation of Child Nutrition Programs through research, education and training, and information dissemination. MISSION The mission of the NFSMI is to provide information and services that promote the continuous improvement of Child Nutrition Programs. VISION The vision of the NFSMI is to be the leader in providing education, research, and resources to promote excellence in Child Nutrition Programs. CONTACT INFORMATION Headquarters The University of Mississippi Phone: Fax: Education and Training Division Information Service Division The University of Mississippi 6 Jeanette Phillips Drive P.O. Drawer 188 University, MS Applied Research Division The University of Southern Mississippi 118 College Drive #5060 Hattiesburg, MS Phone: Fax: iii

4 Table of Contents Course Checklist.. 1 Lesson 1: Overview of Creating a Motivating Workplace.. 3 Lesson 2: The Effect of Management Style on Creating a Motivating Workplace Lesson 3: A Manager s Actions that Create a Motivating Workplace iii

5 Course Checklist Instructions: In the blanks provided, you can make a check by each assignment as it is completed. Introduction Prepare for your class by setting a date and time to take the course, download the course workbook, and have supplies (pen and paper) ready. Lesson 1: Overview of Creating a Motivating Workplace 1. Lesson 1 Pre-Quiz 2. Definitions Interactive Activity 3. External and Internal Motivation Interactive Activity 4. My Personal Motivators Activity 5. Reflection Activity 6. Lesson 1 Post-Quiz Lesson 2: The Effect of Management Style on Creating a Motivating Workplace 1. Lesson 2 Pre-Quiz 2. Management Style Activity Interactive Activity 3. Management Style Case Study 1 4. Management Style Case Study 2 5. Reflection Questions 1

6 6. Lesson 2 Post-Quiz Lesson 3: A Manager s Actions that Create a Motivating Workplace 1. Lesson 3 Pre-Quiz 2. Criteria for Evaluating Managers Activity 3. Motivating Actions Activity 4. Meeting Basic Needs Activity 5. Action Plan for Motivating Each Employee Activity 6. Lesson 3 Post-Quiz Signature Date 2

7 Creating a Motivating Workplace Lesson 1 Overview of Creating a Motivating Workplace 3

8 Definition Interactive Activity Directions: Read the definition then choose the correct answer. 1. Something inside individuals, such as a value or goal, that causes them to behave the way they do a. Latin root motere b. Motivation c. External motivation d. Internal motivation 2. To move a. Latin root motere b. Motivation c. External motivation d. Internal motivation 3. Something outside individuals, such as a reward, that causes them to behave the way they do a. Latin root motere b. Motivation c. External motivation d. Internal motivation 4. Something that causes people to behave the way they do a. Latin root motere b. Motivation c. External motivation d. Internal motivation 4

9 Definition Interactive Activity Answer Key Directions: Read the definition then choose the correct answer. 5. Something inside individuals, such as a value or goal, that causes them to behave the way they do a. Latin root motere b. Motivation c. External motivation d. Internal motivation 6. To move a. Latin root motere b. Motivation c. External motivation d. Internal motivation 7. Something outside individuals, such as a reward, that causes them to behave the way they do a. Latin root motere b. Motivation c. External motivation d. Internal motivation 8. Something that causes people to behave the way they do a. Latin root motere b. Motivation c. External motivation d. Internal motivation 5

10 External and Internal Motivation Interactive Activity Directions: Read each item below and decide if it is an external or internal motivator. 1. Your salary 2. Praise from your boss 3. Prestige for working in a highly respected school system 4. Desire to be the best worker 5. Pride in doing your job well 6. Goal to be a leader of a group 7. Doing something because the boss expects you to do it 8. Enjoyment you receive from working with people you like 6

11 9. Respect from the community for the quality of your foodservice 10. Being named employee of the month 7

12 External and Internal Motivation Interactive Activity Answer Key Directions: Read each item below and decide if it is an external or internal motivator. 1. Your salary Explanation: Salary is an external motivator because it comes from a source outside you. 2. Praise from your boss Explanation: Praise is an external motivator because it comes from a source outside you (in this case, your boss). 3. Prestige for working in a highly respected school system Explanation: Prestige is an external motivator because it comes from a source outside you (in this case, other people giving you the prestige due to their respect for the school system). However, please note that the desire for prestige is an internal motivator because the desire comes from inside you. 4. Desire to be the best worker Explanation: Desire is an internal motivator because it is something that comes from inside you. 5. Pride in doing your job well Explanation: Pride is an internal motivator because it is a feeling that comes from inside you. 8

13 6. Goal to be a leader of a group c. External motivator d. Internal motivator Explanation: A goal is an internal motivator because it is something that comes from inside you. 7. Doing something because the boss expects you to do it Explanation: Doing something expected by someone else is an external motivator because you do it for someone else, not for yourself. 8. Enjoyment you receive from working with people you like Explanation: Enjoyment is an internal motivator because it is a feeling that comes from inside you. 9. Respect from the community for the quality of your foodservice Explanation: Respect is an external motivator because it comes from a source outside you (in this case, the community). 10. Being named employee of the month Explanation: Being named employee of the month is recognition. Recognition is an external motivator because it comes from a source outside you (in this case, your boss or a committee, etc., that chooses the employee of the month ). However, the goal of being employee of the month is an internal motivator because a goal you have comes from inside you. 9

14 My Personal Motivators Activity Part 1 Directions: Read each motivating factor below. Put a check mark beside it if it is something that motivates you. Do not check it if it is something that you think should motivate you. Check it only if it truly motivates you. Motivating Factors I have enough freedom to do it. I enjoy it. I feel it is important. I am expected to do it. I have the chance to take on new responsibility. I have a chance to learn and grow by doing it. There is a routine I can depend upon. There is variety in methods and strategies for doing it. I feel trusted and respected. I receive recognition. It is easy. It is challenging and out of my comfort zone. I have the skills and abilities it requires. No one else can/will do it. Others are doing it. I can help plan and create the vision. The others involved are competent. The leader is competent and supportive. Part 2 Is there anything that motivates you that is not listed above? If so, write that (those) motivator(s) here. 10

15 Part 3 Review the motivators in Part 1 and Part 2 and choose the top three motivators for you. List them here

16 Reflection Activity Directions: In this activity, you will focus on what motivates you in your work life. Take a few minutes to reflect on each question below. 1. What motivates you to ensure that food is ready on time? a. What part of your motivation is external? b. What part of your motivation is internal? c. What motivates you more, internal or external factors? Why? d. What emotions or feelings are part of your motivation? 2. What motivates you to complete paperwork correctly and on time? a. What part of your motivation is external? b. What part of your motivation is internal? c. What motivates you more, internal or external factors? Why? d. What emotions or feelings are part of your motivation? 3. What motivates you to maintain food safety and a clean work environment? a. What part of your motivation is external? b. What part of your motivation is internal? c. What motivates you more, internal or external factors? Why? d. What emotions or feelings are part of your motivation? 12

17 4. What motivates you to greet and talk with your employees each day? a. What part of your motivation is external? b. What part of your motivation is internal? c. What motivates you more, internal or external factors? Why? d. What emotions or feelings are part of your motivation? 5. What motivates you to work as a team? a. What part of your motivation is external? b. What part of your motivation is internal? c. What motivates you more, internal or external factors? Why? d. What emotions or feelings are part of your motivation? 13

18 Creating a Motivating Workplace Lesson 2 The Effect of Management Style on Creating a Motivating Workplace 14

19 Management Style Interactive Activity Directions: Read the manager s beliefs for Theory X and Theory Y in the table below. Then, read the manager s actions found below the table. If an action belongs to the management style for Theory X, put an X in the blank. If the action belongs to the management style for Theory Y, put a Y in the blank. Theory X Manager believes most people Theory Y Manager believes most people dislike work, lack ambition, have no wish for responsibility, prefer to be told what to do, are not creative in solving problems, and want safety. like satisfying work, are capable of directing their own efforts toward goals, want to do a good job, can be self-directed, have the capacity and creativity for solving organizational problems, and want satisfying work. Manager s Actions 1. Tells workers exactly what they must do. 2. Designs exactly what must be done. 3. Explains reasons why things should be done. 4. Closely controls or watches employees to be sure they comply. 5. Assumes workers have an interest in and willingness to do the work. 6. Communicates information to all employees. 7. Spends time discussing problems and asking for ideas and suggestions. 8. Builds a top-heavy organization with managers to plan, organize, and police. 15

20 Management Style Interactive Activity Answer Key Directions: Read the manager s beliefs for Theory X and Theory Y in the table below. Then, read the manager s actions found below the table. If an action belongs to the management style for Theory X, put an X in the blank. If the action belongs to the management style for Theory Y, put a Y in the blank. Theory X Manager believes most people Theory Y Manager believes most people dislike work, lack ambition, have no wish for responsibility, prefer to be told what to do, are not creative in solving problems, and want safety. like satisfying work, are capable of directing their own efforts toward goals, want to do a good job, can be self-directed, have the capacity and creativity for solving organizational problems, and want satisfying work. Manager s Actions X 1. Tells workers exactly what they must do. X 2. Designs exactly what must be done. Y 3. Explains reasons why things should be done. X 4. Closely controls or watches employees to be sure they comply. Y 5. Assumes workers have an interest in and willingness to do the work. Y 6. Communicates information to all employees. Y 7. Spends time discussing problems and asking for ideas and suggestions. X 8. Builds a top-heavy organization with managers to plan, organize, and police. 16

21 Management Style Case Study 1 Monica Lewis is the manager of a central kitchen for the Eastside School District. She has designed a new cleaning schedule that she plans to put in place next week. She is having a meeting with her group leaders to show them the schedule and also the cleaning monitoring sheets that she wants them to fill out daily. Monica plans to have a meeting with all of the kitchen employees on Friday to show them the schedule and explain how she wants them to carry it out. She is having a meeting with the group leaders today so that they will be prepared to start the schedule and perform their monitoring duties next week. 1. Based on her behavior, is Monica s management style in agreement with Theory X or Theory Y? Theory X Manager believes most people Theory Y Manager believes most people dislike work, lack ambition, have no wish for responsibility, prefer to be told what to do, are not creative in solving problems, and want safety. like satisfying work, are capable of directing their own efforts toward goals, want to do a good job, can be self-directed, have the capacity and creativity for solving organizational problems, and want satisfying work. a. Theory X b. Theory Y 2. Monica s management style a. contributes to creating a motivating workplace. b. does not contribute to creating a motivating workplace. 17

22 Management Style Case Study 1 Answer Key Monica Lewis is the manager of a central kitchen for the Eastside School District. She has designed a new cleaning schedule that she plans to put in place next week. She is having a meeting with her group leaders to show them the schedule and also the cleaning monitoring sheets that she wants them to fill out daily. Monica plans to have a meeting with all of the kitchen employees on Friday to show them the schedule and explain how she wants them to carry it out. She is having a meeting with the group leaders today so that they will be prepared to start the schedule and perform their monitoring duties next week. 1. Based on her behavior, is Monica s management style in agreement with Theory X or Theory Y? Theory X Manager believes most people Theory Y Manager believes most people dislike work, lack ambition, have no wish for responsibility, prefer to be told what to do, are not creative in solving problems, and want safety. like satisfying work, are capable of directing their own efforts toward goals, want to do a good job, can be self-directed, have the capacity and creativity for solving organizational problems, and want satisfying work. a. Theory X b. Theory Y Explanation: Based on her behavior, Monica s management style is in agreement with Theory X. She has designed exactly what must be done the cleaning schedule, the monitoring sheets, etc. Furthermore, she tells the group leaders exactly what they must do. She has built a topheavy organization with group leaders who are expected to monitor the employees in their groups exactly as Monica tells them to do so. 18

23 2. Monica s management style a. contributes to creating a motivating workplace. b. does not contribute to creating a motivating workplace. Explanation: A motivating workplace is one in which workers feel that they are valued for their skills and abilities, have some influence on outcomes, and have a chance to advance. Monica s beliefs about her employees are quite negative. She believes that they are not creative in solving problems, so she does not ask for their input, nor does she give them any responsibility in solving problems. Thus, she does not create an environment in which employees feel valued for their skills and abilities, have some influence on outcomes, and have a chance to grow and advance. 19

24 Management Style Case Study 2 Jason Solano is the manager of a central kitchen for the Blue School District. The kitchen has a new lower fat recipe file that the employees must learn to use. Last week he asked the group leaders to take some time to become acquainted with the file. He is having a meeting with them today to ask them their opinions on the file and to ask for their input on ways to train the rest of the employees on how to use the file. Furthermore, he wants to organize a committee to design a feedback sheet that any one using the file can fill out so that he can know their opinions about the file and any suggestions they might have. 1. Based on his behavior, is Jason s management style in agreement with Theory X or Theory Y? Theory X Manager believes most people Theory Y Manager believes most people dislike work, lack ambition, have no wish for responsibility, prefer to be told what to do, are not creative in solving problems, and want safety. like satisfying work, are capable of directing their own efforts toward goals, want to do a good job, can be self-directed, have the capacity and creativity for solving organizational problems, and want satisfying work. a. Theory X b. Theory Y 2. Jason s management style a. contributes to creating a motivating workplace. b. does not contribute to creating a motivating workplace. 20

25 Management Style Case Study 2 Answer Key Jason Solano is the manager of a central kitchen for the Blue School District. He has just acquired a new lower fat recipe file that the employees must learn to use. Last week he asked the group leaders to take some time to become acquainted with the file. He is having a meeting with them today to ask them their opinions on the file and to ask for their input on ways to train the rest of the employees on how to use the file. Furthermore, he wants to organize a committee to design a feedback sheet that any one using the file can fill out so that he can know their opinions about the file and any suggestions they might have. 1. Based on his behavior, is Jason s management style in agreement with Theory X or Theory Y? Theory X Manager believes most people Theory Y Manager believes most people dislike work, lack ambition, have no wish for responsibility, prefer to be told what to do, are not creative in solving problems, and want safety. like satisfying work, are capable of directing their own efforts toward goals, want to do a good job, can be self-directed, have the capacity and creativity for solving organizational problems, and want satisfying work. a. Theory X b. Theory Y Explanation: Based on his behavior, Jason s management style is in agreement with Theory Y. He believes that workers are capable of directing their own efforts toward goals and want to do a good job. He also assumes that workers have an interest in and willingness to do the work. Furthermore, he asks for the workers ideas and suggestions. 21

26 2. Jason s management style a. contributes to creating a motivating workplace. b. does not contribute to creating a motivating workplace. Explanation: A motivating workplace is one in which workers feel that they are valued for their skills and abilities, have some influence on outcomes, and have a chance to advance. Jason s beliefs about his employees are quite positive. He believes that they are creative in solving problems, so he asks for their input and gives them responsibility in solving problems. Thus, he creates an environment in which employees feel valued for their skills and abilities, have some influence on outcomes, and have a chance to grow and advance. 22

27 Reflection Questions Beliefs 1. Do you believe that people dislike work or that they like satisfying work? 2. Do you believe that people lack ambition or that they are capable of directing their own efforts towards goals? 3. Do you believe that people have no wish for responsibility or that they want to do a good job? 4. Do you believe that people prefer to be told what to do or that they can be self directed? 5. Do you believe that people are not creative in solving problems or that they have the capacity and creativity for solving organizational problems? 6. Do you believe that people want safety or that they want satisfying work? Management Style 7. Do you design exactly what must be done, or do you communicate information to all employees and have your employees design what they should do? 8. Do you tell workers exactly what they must do, or do you explain reasons why things should be done and then allow the workers to decide how they should carry out the tasks? 9. Do you closely control or watch workers to be sure they comply with what they should do, or do you assume workers have an interest in and willingness to do their work? 10. Have you built a top heavy organization with managers to plan, organize and police; or do you seek out workers help in running the organization by discussing problems with them and asking for ideas and suggestions? 23

28 Creating a Motivating Workplace Lesson 3 A Manager s Actions that Create a Motivating Workplace 24

29 Criteria for Evaluating Managers Activity Part 1 Directions: Read each of the criteria below and the question that defines it. Then, using a scale of 1-5 (with 5 being the highest), think about how your employees would rate you in each area and write that number in the Rating column. Be honest with yourself. No one is going to see your rating. This is for you to decide if you might need to change in certain areas in order to create a motivating environment for your employees. Criteria Definition Rating Open Communication Security Management Commitment Fairness Respect Development Opportunities Is the needed information available? Am I safe from risks or threats? Is my manager committed to a course of action? Am I (and are others) treated fairly? Am I respected as an individual? Can I make a difference and grow? 25

30 Part 2 Consider any area in Part 1 in which you did not give yourself a 5. Why didn t you give yourself a 5? What specific actions do you need to take in order to improve in this area? How will you integrate these actions into your daily or weekly schedule of work? Use the table below to write down these actions. An example is provided. Criteria Example: Security Action Steps Eliminate any hidden threats from conversation with employees. Work one-on-one to change employee behavior instead of reprimanding total staff. Keep employees informed as to information pertaining to the Child Nutrition Program. 26

31 Motivating Actions Activity Part 1 Directions: Below are actions that could help managers improve motivation in their workplaces. Read each of the actions below. Then, using a scale of 1-5 (with 5 being the highest), rate your ability to improve motivation in each of these ways and write that number in the Rating column. Action Rating Create an environment where employees find work they are good at and like. Give each person the tools needed for the job. Offer an opportunity to learn, grow, and advance. Challenge others to do their best. Reward efforts equitably. 27

32 Part 2 Consider any action in Part 1 in which you did not give yourself a 5. Why didn t you give yourself a 5? What do you need to do in order to improve in this area? Use the table below to write down these actions. An example is provided. Action Example: Offer an opportunity to learn, grow, and advance. Improvements Needed Need to coach the employees more; give employees special assignments; create a career ladder; offer employees opportunities, such as outside trainings, for personal and professional development. 28

33 Meeting Basic Needs Activity Directions: Below is a list of actions managers can take to meet employees basic needs. An explanation of what each action means is also given. Carefully read each action and what it means. Then, in the column What it Means in Your Operation, list what you need to do to carry out or improve this action in your operation. Perhaps you are already carrying out this action in your operation and you do not see that you need to improve in this area. If this is the case, put a check mark in the column. Action Give confidence Give recognition Provide delegation Provide and ask for feedback Create a sense of belonging What it Means Train your employees to do their jobs well. Be clear in creating work guidelines and assignments. Be open to employees feedback and suggestions. Be trusting in creating work assignments. When efforts are made, acknowledge them and value the individual who did the work or offered the ideas. Delegate work successfully by stating your purposes clearly, providing clear guidelines for the work, and being clear in the accountabilities. Monitor how employees are doing on projects and provide them with your feedback. Ask employees for their feedback their thoughts, suggestions, and ideas. Help employees feel that they are valued and that their opinion matters. Help employees feel a part of something larger that supports their individual identity by helping them see the end result of their work and how it relates to the work of other employees. What it Means in Your Operation 29

34 Action Provide opportunity for challenges Communicate relevance Increase understanding Exhibit consistency and integrity What it Means Give tasks or challenges that encourage creativity and discovery and provide satisfaction. Create a career ladder and provide employees with the challenge of climbing it. Keep employees informed about their jobs and any updates. Make sure they understand the purpose and importance of the tasks they perform. Explain how the tasks they perform relate to the larger goals of the organization (for example, serving safe and nutritious food). Provide employees with different and expanded perspectives on the tasks they perform, on work processes, or on relationships at work through trainings or other experiences. Offer employees opportunities for professional development. Provide employees with confidence in your support for and satisfaction with their successes. Be consistent and fair in recognizing, rewarding, and reprimanding employees. What it Means in Your Operation 30

35 Action Plan for Motivating Each Employee Activity Directions: In this activity, you will develop an action plan for motivating each of your employees. Think of an employee you have. With this employee in mind, read the list of reflection questions. You will see that they incorporate information from all three lessons of this course. After you have thought about each question, fill out the table in Part 2 with the employee s name, what motivators you will use, and your action plan for motivating this employee. Note: For the purpose of this course, fill out the table for only one employee because it could take you several hours to include each employee in the table. Finish the table after you have finished this course. Part 1: Reflection Questions 1. What would motivate you if you were doing this employee s job? 2. Does your management style motivate this employee? 3. Does this employee have all the tools and information needed for the job? 4. Is this employee kept up-to-date on information related to his or her job (for example, food safety guideline changes or organizational changes)? 5. Has this employee been trained well or does he or she need more training? 6. Does this employee like what he or she is doing? 7. Is this employee good at what he or she is doing? 8. Does this employee understand the purpose and importance of the tasks he or she performs? 9. Does this employee understand the relevance of what he or she is doing to the larger goals of the organization? 10. Do I or anyone else ever delegate work to this employee? 11. Does this employee have an opportunity to learn, grow, and advance? 12. Is this employee challenged to do his or her best? 13. Do I recognize this employee for what he or she does? 14. Is this employee rewarded equitably for what he or she does? 15. Am I consistent in my actions with this employee? 16. Does this employee think that I treat others consistently and fairly? 17. Does this employee feel safe from risks or threats? 18. Am I committed to this employee s job in this organization? 19. Does this employee feel valued? 20. Do I ever ask for this employee s thoughts, ideas, and suggestions? 31

36 Part 2: Action Plan Example: Employee s Name Motivator Action Plan Example: John Doe Feeling valued Ask for his input on the new detergents Employee s Name Motivator Action Plan 32