THE ART OF MOTIVATION: BRINGING OUT THE BEST IN PEOPLE

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1 WORKSHOP T9 Workshop T9 Tuesday, November 10 2:30 p.m. 4:00 p.m. 12:30 p.m. 2:00 p.m. THE ART OF MOTIVATION: BRINGING OUT THE BEST IN PEOPLE Presented by Peter Furst Author, Motivational Speaker, and Lecturer One of the most difficult tasks managers face is motivating employees to be enthusiastically involved in their work and passionate about their organization s success. Doing so takes a deep understanding of the subtle effects that organizational systems, procedures, and operational practices, as well as the workplace climate, have on human behavior. Misalignment in these key areas, and in management s leadership and actions, will drive employee perceptions. Attendees will hear the advantages and disadvantages of intrinsic and extrinsic forms of motivation; learn powerful psychology, leadership, and integrating techniques; and leave with practical tools for achieving motivational success. To print on both sides of the page, set your printer for duplex printing. Copyright 2015 International Risk Management Institute, Inc. 1

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3 Peter Furst Author, Motivational Speaker, and Lecturer In addition to his work as an author and motivational speaker, Mr. Furst also currently teaches courses in architecture, engineering, management, and construction at the University of California Berkeley (part-time since 1998). Prior to retiring from full-time employment in 2011, he spent almost 20 years as a consultant to architects, engineers, construction, service, retail, and manufacturing organizations. Mr. Furst has more than 20 years of construction experience with Turner Construction Company, serving as estimator, superintendent, chief engineer, and project manager on numerous projects, with some valued at more than $500 million and involving hundreds of craftsmen and subcontractors. Workshop T9 Mr. Furst is a Registered Architect, Certified Safety Professional, Registered Environmental Assessor, and an Associate in Risk Management. He holds a bachelor of science degree in construction engineering, a bachelor of architecture (professional degree), and a master s degree in business administration from the California Polytechnic State University San Luis Obispo. 3

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5 The Art of Motivation Bringing out the Best in People Peter Furst President - The Furst Group Peter.Furst@gmail.com Workshop T9 Session Objectives Managing performance Shaping Perceptions Motivational tools Practical applications Notes Prevailing Management Approach Focus on production supervision Performance management Assignment Oversight Feedback/consequence Prevailing Management Approach Safety focus safety practitioner Performance management OSHA Standards Inspection Feedback Write up Performance Attributes All performance is an outcome of human endeavor Productivity Efficiency / effectiveness Quality Safety Customer service Managing Performance Difficult manager s task motivating employees Enthusiastic about work Passionate about organization Page 1 5

6 Performance Basics Three Ps Product Process People Notes Performance Drivers Understanding worker perceptions of Organizational systems Operational practices Work climate Misalignment in these areas drives behavior Evolution of the Approach to Managing Performance Traditional - improved productivity by modifying tools Humanistic - workers studied as people Human resources - concept of whole person Contemporary - addressed worker s psyche Motivation Psychological forces acting on individual determine: Direction possible behaviors the individual could engage in Intensity of effort how hard the individual will work Persistence whether the individual will keep trying or give up Explains why people do what they do Two Types of Motivation Extrinsic Intrinsic Motivational Theory: McGregor People Perspective Theory X Theory Y Vroom s Expectancy Theory in Practice Expectancy: Instrumentality: Valence All have to be high Page 2 6

7 Expectancy & Motivation Motivation is highest when all three are high. Workers believe They can do it Will get rewarded for it Will get reward they want If one is low or not possible Motivation will diminish or disappear Notes Workshop T9 Need Theories A requirement for survival and well-being. People are motivated to satisfy needs Maslow s Hierarchy of Needs Self actualization Esteem Social Safety Physiological Herzberg s Motivation-Hygiene Theory Focuses on drivers of motivation Outcomes that prevent dissatisfaction.. Two Factor Theory: Herzberg Hygiene factors (maintenance) Provider by organization Motivation factors Provider by supervision McClelland s Acquired Needs Need for Achievement Need for Power Need for Affiliation Three Factor Theory: Sirota Three factors, which together build enthusiasm Equity/Fairness Achievement Camaraderie Missing factors impact motivation Page 3 7

8 Equity Theory: JS Adams Notes Focuses on people s perceptions of the fairness Comparison to others Inequity impacts performance Attribution Theory: Explains the ways we give reasons for observed behaviors. There are TWO types of Attribution: Internal attribution (related to them/ourselves) Behavior driven by internal factors External attribution (related to the situation) Behavior driven by external factors Reinforcement Theory: Skinner Behavior is primarily driven by consequences Rewarding consequence leads to repeated behaviours Punishing consequences diminish behaviors Motivating Factors: Smyth & Murphy People are motivated by different needs. Status Control Respect Accomplishment Trust Fair treatment Human Motivation Steps Align organization's goals with workers' goals. Organizations should try to meet worker needs Align systems Supervision create work climate Supporting systems Sustaining systems Practical Things Managers Can Do Job enlargement Job enrichment Job Rotation Job design Job demand Empowerment Provide feedback Page 4 8

9 Empowerment Continuum Directed Some autonomy Self managed Notes Workshop T9 Motivation & Management Instill in people a sense of importance & meaningfulness. Managers should energize the workplace in such a way that each person Can learn and grow Contribute in a positive way Thrive in the work environment Motivation is the responsibility of all managers Managers should mitigate barriers in systems Through motivation, managers show employees how to fulfill their needs while accomplishing organizational goals. Motivational Approach Motivation should satisfy at least these two criteria. Should generate extra effort and Must increase job satisfaction Motivation, job satisfaction and stellar performance are inextricably related. Job Satisfaction The work environment can foster job satisfaction Job satisfaction can result from accomplishment Job satisfaction, motivation and performance are closely related. Summary Motivation is an inner force that drives & directs behavior. Motivation theories explain how they act. Motivated Staff achieve organizational goals We Covered Managing performance Shaping Perceptions Motivational tools Practical applications Page 5 9

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11 To enter the drawing for $500, affix your personal bar code label here or complete this evaluation online. T9. The Art of Motivation: Bringing Out the Best in People Rating scale for all questions: 4 = Excellent 3 = Very Good 2 = Average 1 = Somewhat Disappointing 0 = Very Disappointing Overall rating for this workshop? Peter Furst Preparation and quality of information Energy and enthusiasm of delivery Educational focus (not a sales pitch) Comments: