motivating the work team to perform day 2

Remember: If new ways of working can take up to 2 months before the results begin to appear. Too much concentration on the launch and lack of focus on follow up is a common mistake.

Plan for wba – important to have objective

Motivating the team to perform.

What gets you started and keeps you moving.

“Spare time”

Usually a reason for doing the things we do. All motivation theories revolve around:

• Reward
• Enjoyment
• Risk of consequences
• Curiosity
• Needs
• Commitment
• Just felt like it…

We all have our own drivers when making these choices but to a large degree they are our choices. The situation is different when at work.

Exercise comparing our key motivators and how they compare to what we think our managers think motivate us.

The post industrial revolution era brought about an emphasis on efficiency and production line mentality. It wasn't until the 1930/40s that the thought of how workers felt might also increase efficiency.

Old school - Purely a business relationship/contract between manager and workers

New theory –

Maslow: Hierarchy of needs.

(nnn) how these relate to the workplace

• Physiological needs - Hunger, thirst, sleep (money)
• Safety (physical / emotional) - Shelter, police, pension (Job security)
• Social Needs - Belonging to a group, social activities, love, friendship (Team)
• Esteem Needs - Self respect, status, recognition (Praise)
• Self actualisation - Growth, personal development, success (Development)

Herzberg

Hygiene	Motivators
If exists	If
Pay – short term Working conditions Pension funds Dignity at work policy A lack of any of these factors may cause job dissatisfaction	Are related to the content of the work and can cause job satisfaction Responsibility Sense of achievement Challenge Self improvement recognitions

McGregor

2 types of managers: theory X and Y

X – the old style believe that workers are lazy, lack ambition, resist change and not very bright and need to be organised, controlled, rewarded or punished.

Y – Active, ambitious, able to accept change, resourceful. And need to be organised, encouraged, to be given objectives.

Ouchi

• Z – share decision making
• No artificial barriers between staff and management
• Better comms
• Individual responsibility
• Encouragement and recognition

E – Empowerment theorists.

• Give people the authority to make decisions
• Emphasis on team work
• Information sharing
• Clear boundaries – removal of boundaries
• Encouragement and recognition

Wikepedia

Under performance – performance discrepancy

Formal approaches – the policy and HR route

The difference between what we expect and what we get. = performance gap

Why does it happen?

Exercise – airport leaflet not being delivered to customers. To identify possible reasons. All reasons fall into 3 categories:

• Lack in knowledge, information or skills
• Too busy
• Staff not informed
• Staff turnover
• Attitude
• Too busy
• Appropriate / important
• complacency
• Environment
• No leaflets
• Too busy
• Self check in
• Customers don’t understand
• Staff turnover
• Monitoring fail
• Customer refusing to taking leaflet

Solutions

L: Training, coaching

A: Coaching, motivating, discipline (all dependant on individual – can not insist on staff changing attitude but we can insist upon change in behaviour)

E: Change the environment to address the issues.

Exercise to recognise the complexities of situations where under performance is occurring: Scenario – Jo, an admin worker with problems completing assignments.