1. Heidi Haldeman Aspen University

2. LEADERSHIP & THE PSYCHOLOGICAL CONTRACT  A subjective construct: This refers to the employer and employee beliefs about the mutual obligations, values, expectations and aspirations.  This has nothing to do with the formal contract  They spell out what we except to GIVE to an employer, and what we expect to GET from the employer in return. What is motivation? It is a psychological process

3. WHAT DOES MOTIVATION DEPEND ON?  The worker performance depends on the employees’ level of drive to: 1. Come to work regularly! 2. Work diligently 3. Work competently 4. Be flexible! 5. Be willing to carry out necessary tasks How do we get staff to do these things?

4. OVERVIEW OF MOTIVATION THEORIES

5. FREDERICK HERZBERG’S MOTIVATION- HYGIENE THEORY  He asked: What arouses people’s positive OR negative attitudes towards work?  He says: Hygiene factors prevent or cause job disstisfaction  Interpersonal relationships, supervision, policy & administration, working conditions, job security and salary, personal life  Motivation factors cause job satisfaction  Achievement, recognition, autonomy, challenge, work itself, responsibility, advancement  He proposed that removing dissatisfiers may help the employee to perform at minimum levels….but only job satisfiers will motivate people and contribute to superior performance.

6. MCCLELLAND’S NEED FOR ACHIEVEMENT  His theory states that people who strive for excellence in ANY field, for the sake of accomplishment alone….these people have a high need for achievement!!  These folks set mildly difficult, but achievable goals  They set challenges that made them stretch  They favor working at a problem over leaving it to chance OR other people!  They just want a successful accomplishment

7. AUTONOMY THEORIES  Some folks say that AUTONOMY or SELF-DETERMINATION is the desire to have a choice in what we do and HOW we do it!  Workplace Autonomy:  Method Control: Freedom to decide how to pursue work goals  Discretion in setting performance goals: Influence over work objectives  Timing Control: Control over the time to do the job  Some say there is a connection between workplace autonomy and:  Self-esteem!  Competence  Accomplishment  Intrinsic motivation!

8. VROOM’S EXPECTANCY THEORY  Vroom states that people will act a certain way, if they think it will earn them a reward.  They are more motivated if they perceive the value for various rewards  Research supports this expectancy theory. People will work harder if they think it will get them a raise or promotion or other prize.

9. MOTIVATION IN THE WORKPLACE  By getting to know our staff, we could know how to motivate them specifically, OR,  As directors, we could offer something from all motivational theories in hopes of motivating the masses.  This depends on how many people that need to be considered !

10. DEVELOPING MOTIVATION  Based on the psychological contract, one can develop motivation by hiring people that have like-minded values as the company.  To develop motivators, one must be careful to pay attention to Human Capitol and the development of staff!

11. BUILDING MOTIVATION AT MY WORKPLACE  This student works in distance- learning  Motivate students through:  Encouraging news & announcements  For one place of work, calling all students once a month  Giving live lectures with encouragement sprinkled in!  Teaching about setting goals to motivate them!