ILM Level 3 Leadership & Management
Understanding How to Motivate to Improve
Performance
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Unit 8600-310
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© Copyright Ultimate Learning Resources Ltd, Sleaford 2013
No part of this document may be reproduced without written permission
© Copyright Ultimate Learning Resources Ltd, Sleaford 2013
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© Copyright Ultimate Learning Resources Ltd, Sleaford 2013
Understanding how to Motivate to Improve Performance – Unit 8600-310
Contents
1
Unit Specification and Learning Outcomes
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Introduction
3
Key Definitions
4
Drivers of Motivation
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Leadership and Motivation
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Hertzberg’s 2-factor Theory
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Job Characteristics Model
Motivating for High performance
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Delegating for Motivation and Performance
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Contents
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Medal and Mission
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Individual Motivations – The Psychological Contract
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Employee Engagement – Creating a Motivational Working Culture
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Attitudes, Motivation and Performance
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Connecting Values to Motivation
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Monitoring Team Performance
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Key Performance Methods
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Record Keeping and Progress Chasing
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Dealing with Underperformance
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Conclusion
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Bibliography/Further Reading
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Motivating with Appraisals
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© Copyright Ultimate Learning Resources Ltd, Sleaford 2013
Understanding how to Motivate to Improve Performance – Unit 8600-310
Understanding how to Motivate to Improve Performance
Level: 3
Credit value: 2
Unit guided learning hours: 9
Learning outcomes (the learner will)
Assessment criteria (the learner can)
1
1.1
Define the term motivation
1.2
Describe the factors that may affect
motivation levels in the workplace
Explain how individual differences
affect levels of motivation in the
workplace
Explain the potential impact on
organisational performance if employee
motivation levels are low
1.3
1.4
Understand how a theory of motivation
can be used to improve performance
levels
2.1
2.2
2.3
1
2
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Indicative Content:
The learner will be able to develop knowledge
and understanding of motivation theory and
how it can be applied in the workplace to
improve performance as required by a
practising or potential first line manager.
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Unit purpose and aim(s)
Describe a recognised theory of
motivation
Describe ways in which knowledge of a
theory of motivation can be used to
improve performance in the workplace
Explain how to use employee
engagement to increase motivation
levels
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Understand the factors that influence
motivation levels in the workplace
Basic theories of motivation and their application to teams and individuals
Overview of the factors influencing behaviour at work
Styles and patterns of behaviour at work
Range of techniques to motivate individuals and monitor performance
Positive approaches to offset negative attitudes in the workplace
Employee engagement policies and practice
This table is extracted from the ILM Qualification Specifications
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© Copyright Ultimate Learning Resources Ltd, Sleaford 2013
Understanding how to Motivate to Improve Performance – Unit 8600-310
Introduction
As a first line manager, or aspiring first line manager, one of your key responsibilities
is, or will be, motivation of the team. This in itself sounds quite daunting. After all,
most teams comprise people of varying abilities and motivations. That said, as team
members, we each have a responsibility to the Team and to fellow team members to
contribute to the Team’s output – which will invariably be greater and of higher quality
if the team are motivated to perform.
This workbook will allow you to explore motivation and performance, looking at the
behavioural characteristics of well-motivated employees and to considering how to
increase motivation. There will be opportunity for you to consider what demotivates
people and how you might prevent or reduce de-motivators in the workplace.
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By the time you have completed this workbook and the various exercises within it,
you will be able to do 2 things. First, you will be able to confidently tackle the workbased assignment. Second, and by far the most important thing, you will have a
thorough understanding of how to motivate your team to improve performance. This
workbook will help you to consider the things you have come across at work and give
you the confidence to learn from that experience.
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© Copyright Ultimate Learning Resources Ltd, Sleaford 2013
Understanding how to Motivate to Improve Performance – Unit 8600-310
Key Definitions
Motivation
Activity: Create in your own words a definition of what you understand by the term
‘motivation’:
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Definitions of motivation:
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‘The willingness to exert high levels of effort to reach organizational goals, with
satisfaction of some individual need’
After: Stephen (2000)
Performance
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Motivations are the factors that drive or energise the action and behaviour of
an organisation or individual
(Glendon et al 2006)
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Activity: Create in your own words a definition of what performance means within a
business or organisational context:
Performance:
The accomplishment of a given task measured against pre-set and known standards
of accuracy, completeness, cost, and speed. In a contract, performance is deemed to
be the fulfilment of an obligation in a manner that releases the performer from all
liabilities under the contract.
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Understanding how to Motivate to Improve Performance – Unit 8600-310
(The Business Dictionary)
Activity:
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Why motivate employees? Capture your thoughts below:
Employees that are motivated to perform to required standards lead to success for
organisations. Without motivation at some level, nothing really gets started or
delivered.
However, motivating people is not always easy. Motivation tends to be personal.
Whilst one employee may value time off, the next may enjoy new challenges.
Motivate people, who are committed to your organisation generally stay with the
organisation and demotivated people can absorb disproportionate amounts of
management time.
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© Copyright Ultimate Learning Resources Ltd, Sleaford 2013
Understanding how to Motivate to Improve Performance – Unit 8600-310
Drivers of Motivation
Activity:
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Think of a person you regard as being highly motivated. What drives that individual?
There are 3 key elements that seem to drive motivation. They are:
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1. Intensity: how hard a person tries
2. Direction: toward beneficial goal
3. Persistence: how long a person tries
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Thinking more generally about the workplace, what factors affect motivation levels at
work?
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© Copyright Ultimate Learning Resources Ltd, Sleaford 2013
Understanding how to Motivate to Improve Performance – Unit 8600-310
Your thoughts in response to this question could have been many and varied but
may have included:
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Exciting and challenging work
Cultural Factors
Meaningful work
Having quality products
A positive work environment
The location
Camaraderie
Career prospects
Growth, learning and development
Being in an effective and harmonious team
An approachable and effective boss
Recognition for contribution made
Fun
Autonomy, sense of control over work
Making a difference
Feeling valued
Flexible working
Fair pay
Inspiring leadership
Realistic allowances
Job security
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If an organisation's cultural atmosphere is plagued with negativity this can be
disastrous as once a cultural mind-set is in place it is difficult to change. Leaders who
invest time and effort into developing a positive working environment often find their
employees are happier and this attitude becomes a part of the company's culture.
Leadership and Motivation
There are numerous definitions of leadership but one, which is a little different from
many, allows us to focus on why leadership is so crucial in motivating others and
ourselves:
Leadership: ‘the impact you have on yourself and the impact you have on
people around you’
Adrian Gilpin,IHD
The impact you have on yourself is largely about attitude and self-motivation.
Attitudes are infectious! A negative attitude transfers to others and vice versa for a
positive attitude. If you are not self-motivated, how can you expect others to be? The
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© Copyright Ultimate Learning Resources Ltd, Sleaford 2013
Understanding how to Motivate to Improve Performance – Unit 8600-310
impact you have on others is about motivating the team and conveys a need to
inspire to get the best out of people.
There is a causal link here that relates directly from leadership to motivation and
productivity:
How people
behave
Productivity
&
Effectiveness
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Leadership
Degree of
Motivation
(AH Raymondson, 2013)
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Motivational Linkage
Hertzberg’s 2-factor Theory
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One of the most prominent and accepted theories of motivation comes from
Hertzberg, who made observations of motivation in workers at the Ford Motor
Company over a period of some 5 years. He segregated motivational factors into 2
discrete sections – which he called ‘satisfiers’ (motivators) and ‘hygiene factors’ (dissatisfiers/ de-motivators). Often this is referred to a 2-factor theory. His
categorisation was:
Hygiene Factors
(Dis-satisfiers)
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Motivators
(Satisfiers)
Company Policy and Admin
Relationships with co-workers
Physical Environment
Supervision
Status
Job Security
Salary
Pay and Benefits
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Achievement
Recognition
Work Itself
Responsibility
Advancement
Personal Growth
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© Copyright Ultimate Learning Resources Ltd, Sleaford 2013
Understanding how to Motivate to Improve Performance – Unit 8600-310
The 2 motivators that were most effective were ‘Achievement’ and ‘Recognition’.
Hertzberg’s view was that Hygiene factors had very limited motivational substance.
However, if they were not provided to expected and reasonable levels then they
became strong de-motivators.
The diagram below shows the factors with the motivators inside the racing car and
the hygiene factors around the racing car:
Salary
Relationship
with peers
Relationship with
supervisor
Status
Personal life
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Work
conditions
Relationship
with
subordinates
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Hygiene
FactorsFactors
Hygiene
Security
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Company policy
& administration
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Supervision
6 Personal Growth
5 Advancement
4 Responsibility
3 Work itself
2 Recognition
1. Achievement
2-Factor Motivation
Adapted from: Hertzberg
Format: AH Raymondson
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© Copyright Ultimate Learning Resources Ltd, Sleaford 2013
Understanding how to Motivate to Improve Performance – Unit 8600-310
Herzberg’s key findings were that:
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A bad physical environment may dissatisfy people, but a good environment
rarely satisfies them.
The prevention of dissatisfaction is just as important as encouragement of
satisfaction.
Hygiene factors operate independently of motivation factors. An individual can
be highly motivated in his or her work and be dissatisfied with his or her work
environment.
All hygiene factors are equally important, although their frequency of
occurrence differs considerably.
Hygiene improvements have short-term effects. Any improvements result in a
short-term removal or prevention of dissatisfaction.
Hygiene needs are cyclical and come back to a starting point. This leads to
the "What have you done for me lately?" syndrome.
Activity:
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Record below, what you consider to be the implications of Hertzberg’s observations
and analysis for your team…?
You may have responded with specific observations relating to your own situation.
However as a general application of Herzberg, line managers who ensure that they
address Herzberg’s top 2 motivational factors – recognition and achievement – will
find that motivation noticeably improves. Achievement relates to objective setting and
as people achieve the objectives opportunities arise to give people recognition and
constructive feedback. There is a parallel here too with the old saying ‘ catch
somebody doing something well – and tell them about it’
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© Copyright Ultimate Learning Resources Ltd, Sleaford 2013
Understanding how to Motivate to Improve Performance – Unit 8600-310
Interestingly rewards such as pay (ie the hygiene factors) are not supported as
significant motivators – as is popularly believed. Pay according to Herzberg has
some but very limited motivational power. However it would be a big de-motivator if it
were not received to an appropriate level for the job. It is often suggested – for
example by sales personnel that they are motivated by rewards such as bonuses. In
2-factor theory this would not be the motivator – it would be the recognition that they
get from being seen to have achieved their bonus.
Activity:
Take each of the Hygiene Factors outlined by Herzberg and allocate a score
reflecting how well your organisation performs in each area. Remember these are
de-motivators if they are not provided to satisfactory levels:
Score:
1 (poor) - 10 (excellent)
Activity:
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Company Policy and Admin
Relationships with co-workers
Physical Environment
Supervision
Status
Job Security
Salary
Pay and Benefits
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Hygiene Factors
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Which of the Hygiene factors can you personally do something to improve (either by
taking positive action or by influencing others)? What specifically could you do to
improve 3 of them?
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© Copyright Ultimate Learning Resources Ltd, Sleaford 2013
Understanding how to Motivate to Improve Performance – Unit 8600-310
Activity:
Now take each of the Motivators outlined by Herzberg and make notes as to what
actions you as a manager could take to improve application of each element in your
workplace:
Motivators
Achievement
Actions
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Recognition
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Responsibility
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Work Itself
Advancement
Personal Growth
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© Copyright Ultimate Learning Resources Ltd, Sleaford 2013