1. Motivating Performance Presented by KARMA Corporation

2. Motivating Performance Group Members: Michael Bennett Richard Conn Angela Copeland Anniruddha Jain Karen Hung

3. Motivating Performance "Management means helping people to get the best out of themselves, not organizing things." - Lauren Appley

4. Motivating Performance Survey: What motivates you? Introduction Definition Roles

5. Motivation Myths: 1.I can motivate people. 2.Money is a good motivator. 3.Fear is a damn good motivator. 4.What motivates me motivates my employees. 5.Increase job satisfaction = increased job performance. 6.Employee Motivation is a science.

6. Motivating Performance Motivation is changing!

7. George Elton Mayo Frederick Herzberg Frederick Winslow Taylor Abraham H. Maslow Motivation Theories

8. http://www.projectalevel.co.uk/ Motivation Theories Frederick Winslow Taylor –US Inventor and Industrial Engineer –1856 – 1915 –Clear delineation of authority –Responsibility –Separation of planning from operations –Incentive schemes for workers –Management by exception –Task specialization Menu

9. http://en.wikipedia.org Motivation Theories George Elton Mayo –Australian-born Psychologist –1880 – 1949 –Hawthorne Experiments Western Electric Company, Chicago 1.Group / Individual 2.Status 3.Informal Groups Menu

10. http://web.utk.edu Motivation Theories Abraham H. Maslow –American Psychologist and Philosopher –1908 – 1970 –Maslow’s Hierarchy of Needs Menu

11. http://www.projectalevel.co.uk Frederick Herzberg –Professor of Psychology –1923 – 2000 Motivation Theories Menu

12. Essentials of Org. Behavior Motivation Theories Contemporary Motivational Theory –McClelland’s Theory of Needs –Goal-Setting Theory –Job Design Theory –Equity Theory –Expectancy Theory

13. Employees’ Needs Beautiful Home Dream Vacation Career Growth Retirement Treat Love & Recognition

14. Employees’ Needs Financial Freedom Health Fitness Real Happiness

15. Employees’ Needs Survey Source: Goalmanager employee motivation survey 2000 What do you like about your current job? What are the things that keep you there? What would lure you away from your current job? What could your company do to help make your work more meaningful?

16. What do you like about your current job? What are the things that keep you there? (1) People and work environment66% (2) The management cares about me/Good relationship with management 33% (3) Challenging and exciting job33% (4) Flexibility24% (5) Salary19% (6) Autonomy and creative freedom with job16% (7) Training and learning opportunities13% (8) Stock options9% (9) I like the product/technology9% (10) Team work8%

17. What would lure you away from your current job? (1) More pay43% (2) Career growth opportunities40% (3) Better commuting, better office location20% (4) Better benefits, such as a private office and retirement 20% (5) Better people/better manager11% (6) Better incentives and flexibility11% (7) More challenging job10% (8) I wouldn't leave my organization!!!10% (9) Choosing a different career path8% (10) Working too many hours3%

18. What could your company do to help make your work more meaningful? (1) More perks and incentive programs18% (2) Pay me more18% (3) Improve recognition and rewards18% (4) Improve communications14% (5) Empowerment/Creative freedom with job14% (6) I wouldn't stay once I decided to leave.10% (7) More interesting work/more meaningful work8% (8) Give me a promotion and a better career path8% (9) Remove a bad manager5% (10) Provide us with better products5%

19. Recognition for Works

20. Employees’ Needs Love and Recognition Money Flexibility & Autonomy Challenges Balanced Life Style Career Growth Job Security Other

21. Leadership Styles Laissez-Faire Democratic Autocratic

22. 5 Lessons on Motivation by Jack Welch Tell people to never allow themselves to become victims....They should go somewhere else if that's how they feel. Constantly refine your gene pool. Grade on a curve. Instead of giving people specific operating goals, challenge them to give you every growth idea they've got. You can't just reward people with trophies. Reward them in the wallet, too.

23. Conclusion - making the pieces fit “To understand motivation one must understand human nature itself” * Job performance = f(ability)(motivation) Motivation strategies must reflect the culture of the company Employee needs can change No ‘one-size fits all’ approach * Taken from ‘Theorists and their theories’

24. Other things to consider Cross cultural implications Maslow’s theories apply to more achievement based, risk-taking Anglo-American cultures. Japanese, Mexican and Greek cultures have greater ‘uncertainty avoidance’ needs. Scandinavian cultures would have more social needs. France, Portugal and Chile not receptive to ‘Goal-setting’ theory.

25. Some Suggestions Positive reinforcement (constructive criticism). Treating employees fairly. Satisfying employees needs. Setting work related goals. Base rewards on job performance. Restructuring jobs.

26. Questions?