1. Management and Leadership Development Specialist
Motivational Skills
Dr. Rajendra Suwal
Management and Leadership Development Specialist
December 5, 2014

2. Overview of the Session
Understanding the concept of Motivation
Evolution of Motivation Theory
Applying Motivational Theory
Motivation of Self and others
Motivation in the context of Army

3. The Need for Motivation
Management’s goal is to Get the job done effectively
Requires job performance by employees
Job performance = f (ability x motivation)
Ability = f (Aptitude x Training x Resources)
Motivation = f (Desire x Commitment)
Motivation is, therefore, one of the key factors for effective management

4. Motivation
“You can lead a horse to water but you cannot make it to drink.”
“I don’t motivate my players. You cannot motivate someone, all you can do is provide a motivating environment and the players will motivate themselves.”
Phil Jackson after winning his 7th NBA title as a coach.

5. What is Motivation?
It is the internal drive to accomplish a particular goal. In a work setting, motivation is what makes people want to work
It is, therefore, a person's desire and commitment to exert high levels of efforts toward organizational goals, conditioned by the effort's ability to satisfy some individual need.
Motivating – the process of arousing and sustaining goal-directed behavior

6. Where Does It Come From? The Person The Environment Human Needs
Liking of the task
The Environment
Enriched Job Tasks
Goal setting interventions
Leader behavior
Group Norms and Organizational Culture

7. Evolution of Motivation Theory
Scientific Management (Frederic Taylor)
Hawthorne Studies (Elton Mayo)
Hierarchy of Needs (Abraham Maslow)
Theories X and Y (Douglas McGregor)
Motivator-Hygiene Theory (Frederic Herzberg)
Achievement Motivation Theory (David McClelland)

8. Scientific Management
Designed by Fredrick Taylor
Assumes all people are motivated by economic means
Based on 4 principles
Develop a scientific approach to each job element
Scientifically select, train, teach, & develop employees
Encourage cooperation between workers & managers
Divide work among workers & managers based on who is best suited for it

9. The Hawthorne Studies
Experimented with job design, length of work day and week, break times, and incentives
Hawthorne Effect
Social needs also play an important role in employee motivation

10. Maslow’s Hierarchy of Needs
Based on universal human needs individuals act to meet their unmet needs
Managers try to create workplace that will increase the likelihood that employees will meet all of their needs
If appealing to an already met need, it’s hard to motivate an employee

11. Maslow’s Hierarchy of Needs
Self-actualization needs
Esteem needs
Social needs
Safety needs
Physiological needs 2 2

12. McGregor’s Theories X and Y
2 contrasting sets of assumptions about human nature
Theory X – pessimistic
Theory Y – optimistic
A manager’s view of human nature affects the way they motivate and manage employees
McGregor believed Theory Y explained most employees

13. Herzberg’s Motivator-Hygiene Theory
“What do people really want from their work experience?”
Motivating factors create job satisfaction
Hygiene factors create job dissatisfaction
Proper management of hygiene factors can prevent dissatisfaction but cannot provide motivation
Management needs to focus on job satisfiers

14. Motivation–Hygiene Theory of Motivation
Hygiene factors avoid job dissatisfaction
Company policy and administration
Supervision
Interpersonal relations
Working conditions
Salary
Status
Security
Achievement
Achievement recognition
Work itself
Responsibility
Advancement
Growth
Salary?
Motivation factors increase job satisfaction

15. Does Money Motivate? Yes or no Many sources list it as most important
Others minimize importance
One study in the U.S.A. indicated that
White-collar workers listed money as 10th
Blue-collar workers list as most important
Importance varies by individual
Necessary to maintain lifestyle

16. McClelland’s Needs
Need for Achievement –need for excellence, competition, challenging goals, persistence, and overcoming difficulties
Need for Power – need to influence others, change people or events, and make a difference in life
Need for Affiliation - need for warm, close, intimate relationships with others

17. Applying Motivational Theory
Job Design
Job enlargement
Job enrichment
Job rotation or cross training
Work Schedule
Compressed work week
Flextime
Job sharing
Telecommuting

18. Applying Motivational Theory, cont.
Recognition, Empowerment, & Economic Incentives
Formal recognition
Employee empowerment
Monetary incentives
Variable pay

19. Factors That Must Be Present In Order For A Person To Be Motivated
Fulfillment of one’s basic needs
Healthy work environment
Security in one’s employment
Knowledge and ability to do the job required
Knowledge of the practiced employee policies and procedures

20. Factors that contribute to Employee's Motivation
We are making a contribution
Supervisor’s praise
Respect of colleagues and peers
Being informed of happenings
Having meaningful & interesting work

21. How to improve your self-motivation skills?
Stop Procrastinating
Eliminate all Negativity
Take Responsibility
Be Realistic
Make Concrete Plans
Give Yourself Rewards

22. Importance of Motivation in Army
It is important as an army leader that you be able to motivate subordinates to accomplish a physically challenging task or perform a hazardous task that is dangerous and life threatening.

23. MOTIVATION TECHNIQUES FOR ARMY PERSONNEL
Serving as the ethical standard bearer
Developing cohesive teams
Rewarding and Punishing
Recognize and meet subordinate needs
Serve as and develop positive role models

24. HOW WOULD YOU SERVE AS AN ETHICAL STANDARD BEARER?
By being decent, honorable and honest
WHAT CAN HAPPEN IN SITUATIONS WHERE THE LEADER DOES NOT SERVE AS A POSITIVE ROLE MODEL?
Will lack confidence, self discipline, and constantly avoid doing the right thing.
WHAT ARE SOME THINGS WHICH YOU CAN DO TO DEVELOP A COHESIVE TEAM ?
Train together; Develop a team; Give the team an identity and Worth; Participate in sports and social activities, etc.
REWARDS
Reward individual and team behavior that supports unit tasks and missions

25. POSITIVE TOOLS OF MOTIVATION
Set the example
Establish clear goals and objectives
Obtain recommendations from every leader in the chain on rewards, training, and awards
Use the established awards system to the maximum
Create unit level certificates or awards for individuals and/ or units
Reward the desired behavior of an individual or group promptly
Present awards at a retreat, parade, or some other appropriate unit ceremony

26. POSITIVE TOOLS OF MOTIVATION (CONT)
Give verbal praise liberally
Develop awards and ways of recognizing the majority of your soldiers who consistently meet or exceed the standard
Promote those who work hard, study hard, achieve standards, and influence others to achieve unit standards

27. NEGATIVE TOOLS OF MOTIVATION
Give warnings about inappropriate behavior
Use verbal and written reprimands when appropriate
Ensure that every leader in the chain of command is involved in the process of judicial or non-judicial disciplinary action
Conduct reprimands, counseling, and corrective action as privately and as quickly as possible after an offense
Direct the punishment or counseling at the behavior, not the subordinate
The subordinate must know the desired behavior and be able to perform it acceptably

28. Motivation Process 1. Identification of Needs
One way to identify needs is by listening carefully. Let the people talk freely with you and in your presence
Do not interrupt
Pay attention to everything that is being said by everybody
Ask them to explain further anything that you do not understand
Try to remain objective and do not show displeasure
Do not argue
Report back any important statements they make and explain that what you understand them to mean and allow them to correct what you say
Review in your own mind their feelings and important statements and identify whether the needs are extrinsic or intrinsic.

29. Motivation Process Contd.
2. Clearly define your mission and relate your plans and programs with their needs as far as possible. In other words, help them see your plans and programs as contributing to achievement of their own goals and needs.
3. Make sure to help acquire all resources - technical, personnel, political, financial.
4, Encourage all the time while they are undertaking the activities.
5. Provide timely and honest feedback on the performance

30. Thank you for Listening