Encourage the Heart: Employee Motivation

JOB ATTRIBUTE RANKING Please rank, from 1 to 10 in order of importance, with 1 being the most important, the following job attributes. In the first column indicate the rank in terms of your own preferences and in the second column indicate how you think others will rank these same job attributes. Your RankingOthers' Ranking Advancement__________ Benefits__________ Company__________ Co-workers__________ Hours__________ Pay__________ Job Security__________ Supervisor__________ Type of Work__________ Working Conditions__________

JOB ATTRIBUTE RANKING The following median rankings are based on the responses of 39,788 job applicants (Minneapolis Gas Company). (Minneapolis Gas Company). MEN WOMEN MEN WOMEN SelfOthersSelfOthers Advancement Benefits Company Co-workers Hours Pay Job Security Supervisor Type of Work Working Conditions

What Do Workers Want From Their Jobs? Supervisors Workers Good working conditions 4 9 Feeling "in" on things 10 2 Tactful disciplining 7 10 Full appreciation for work done 8 1 Management loyalty to workers 6 8 Good wages 1 5 Promotion and growth with company 3 7 Sympathetic understanding of personal problems 9 3 Job security 2 4 Interesting work = most important in job 10 = least important in job (From Lawrence Lindahl, " What Makes a Good Job?", Personnel, (January 1949)

What do new graduates value in jobs? Company culture 6.2 Advancement opportunities 6.0 Nature of work (e.g., challenging)5.9 Training provided 5.7 Work/non-work balance 5.5 Monetary compensation 5.3 Benefits 5.2 Location 5.0 Vacation time 4.6 Level of job security 3.9 Size of company 3.7 International assignments 3.3 Rated on seven point scale (1 = not important to 7 = very important. Source: Human Resource Management (2003), 42, p

What do applicants with college degrees want in jobs? Type of work Advancement Co-workers Company Security Location 6.2 Supervisor Pay Working conditions Benefits Hours sample = 623, 1978 sample = 4,535 Source: Journal of Occupational & Organizational Psychology (2003), 66, p

Equity People are motivated to maintain fair relationships with others. ConditionPossible Reactions Outcomes A = Outcomes BEquity Inputs A Inputs B Outcomes A < Outcomes BUnderpaymentLower inputs, raise Inputs A Inputs BInequityoutcomes, etc. Outcomes A > Outcomes BOverpaymentRaise inputs, lower Inputs A Inputs BInequityoutcomes, etc.

Socially Acquired Needs - Affiliation Desire to establish and maintain friendly and compatible interpersonal relationships. Like to like others and be liked in return. Communicate frequently with others. Tend to avoid conflict and competition with others. Tend to conform to the desires and wishes of friends. Tend to seek out and be motivated by jobs such as public relations, social work, etc. Source: McClelland, D. C. (1985). Human motivation. Glenview, IL: Scott, Foresman.

Socially Acquired Needs - Achievement Desire situations in which personal responsibility can be taken for outcomes. Tend to set moderately difficult goals that provide for calculated risks. Have a high desire for performance feedback - want to know to what extent they've succeeded. Tend to be task-oriented and concerned with getting things done. Overall desire to excel. Tend to seek out jobs and occupations which permit a sense of achievement and performance feedback, especially sales and entrepreneurial positions. Source: McClelland, D. C. (1985). Human motivation. Glenview, IL: Scott, Foresman

Socially Acquired Needs - Power Desire to have a strong influence over others. Tend to seek out social settings in which they can be influential. Act in a "high profile" manner when in a small group. Some show a strong concern for personal prestige. Tend to seek out and be motivated by jobs such as management and journalism. Source: McClelland, D. C. (1985). Human motivation. Glenview, IL: Scott, Foresman

Personal Motives of American Presidents PresidentAchievementAffiliationPower George Washington Thomas Jefferson Andrew Jackson Abraham Lincoln Theodore Roosevelt Franklin Roosevelt John Kennedy Richard Nixon Jimmy Carter Ronald Reagan Based on analysis of inaugural speeches of U.S. presidents. Score based on number of images related to each motive per 1,000 words in speech. Source: Winter, D. G. (1987). Journal of Personality and Social Psychology, 52,

Job Characteristics Model Core Job Dimensions Core Job Dimensions Critical Psychological States Critical Psychological States Personal and Work Outcomes Personal and Work Outcomes Skill Variety Task Identity Task Significance Skill Variety Task Identity Task Significance Meaningful Work Meaningful Work Autonomy Feedback Outcomes Knowledge High Internal Motivation High Internal Motivation High Quality Performance High Quality Performance High Work Satisfaction High Work Satisfaction Low Absenteeism Low Absenteeism (Adapted from Hackman & Oldham, 1978)

Goal Setting Explicit vs. vague goals Easy goals Difficult goals Participation Measurable Time limits

SMART Goals Specific Measurable Aligned Reachable Time-bound

Giving Performance Feedback If criticism is needed, don't criticize the person. It's the behavior you object to, not the person! Encourage subordinate participation. Focus on problem solving. Focus on goal setting.

Kouzes and Posner Commitment #9: Recognize contributions by showing appreciation for individual excellence Be creative about rewards Make recognition public Provide feedback en route Be a Pygmalion Foster positive expectations Make the recognition presentation meaningful Find the people who are doing things right Don’t be stingy about saying thank you

Kouzes and Posner Commitment #10: Celebrate the values and victories by creating a spirit of community Schedule celebrations Install a public “Bragging Board” Create a commemorative award honoring exemplary actions Demonstrate caring by walking around Show passion and compassion Be a cheerleader – your way Have fun Set the example – plan a celebration right now