Workshop T9
WORKSHOP T9
Tuesday, November 10
2:30 p.m.–4:00 p.m.
12:30 p.m.–2:00 p.m.
THE ART OF MOTIVATION:
BRINGING OUT THE BEST IN PEOPLE
Presented by
Peter Furst
Author, Motivational Speaker, and Lecturer
One of the most difficult tasks managers face is motivating employees to be
enthusiastically involved in their work and passionate about their organization’s
success. Doing so takes a deep understanding of the subtle effects that organizational
systems, procedures, and operational practices, as well as the workplace climate, have
on human behavior. Misalignment in these key areas, and in management’s leadership
and actions, will drive employee perceptions. Attendees will hear the advantages and
disadvantages of intrinsic and extrinsic forms of motivation; learn powerful
psychology, leadership, and integrating techniques; and leave with practical tools for
achieving motivational success.
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In addition to his work as an author and motivational speaker, Mr. Furst also currently teaches
courses in architecture, engineering, management, and construction at the University of California
Berkeley (part-time since 1998). Prior to retiring from full-time employment in 2011, he spent
almost 20 years as a consultant to architects, engineers, construction, service, retail, and manufacturing organizations. Mr. Furst has more than 20 years of construction experience with Turner
Construction Company, serving as estimator, superintendent, chief engineer, and project manager
on numerous projects, with some valued at more than $500 million and involving hundreds of
craftsmen and subcontractors.
Mr. Furst is a Registered Architect, Certified Safety Professional, Registered Environmental Assessor, and an Associate in Risk Management. He holds a bachelor of science degree in construction
engineering, a bachelor of architecture (professional degree), and a master’s degree in business
administration from the California Polytechnic State University San Luis Obispo.
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Workshop T9
Peter Furst
Author, Motivational Speaker, and Lecturer
Notes
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Workshop T9
The Art of Motivation
Bringing out the Best in People
Peter Furst
President - The Furst Group
[email protected]
Session Objectives
Managing performance
Shaping Perceptions
Motivational tools
Practical applications
Notes
Prevailing Management Approach
Focus on production – supervision
Performance management
Assignment
Oversight
Feedback/consequence
Prevailing Management Approach
Safety focus – safety practitioner
Performance management
OSHA Standards
Inspection
Feedback
Write up
Performance Attributes
All performance is an outcome of human endeavor
Productivity
Efficiency / effectiveness
Quality
Safety
Customer service
Managing Performance
Difficult manager’s task motivating employees
Enthusiastic about work
Passionate about organization
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Performance Basics
Three Ps
Product
Process
People
Notes
Performance Drivers
Understanding worker perceptions of
Organizational systems
Operational practices
Work climate
Misalignment in these areas drives behavior
Evolution of the Approach to Managing Performance
Traditional - improved productivity by modifying tools
Humanistic - workers studied as people
Human resources - concept of whole person
Contemporary - addressed worker’s psyche
Motivation
Psychological forces acting on individual determine:
Direction—possible behaviors the individual could engage in
Intensity of effort—how hard the individual will work
Persistence—whether the individual will keep trying or give up
Explains why people do what they do
Two Types of Motivation
Extrinsic
Intrinsic
Motivational Theory: McGregor
People Perspective
Theory “X”
Theory “Y”
Vroom’s Expectancy Theory in Practice
Expectancy:
Instrumentality:
Valence
All have to be high
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Workshop T9
Expectancy & Motivation
Motivation is highest when all three are high.
Workers believe
They can do it
Will get rewarded for it
Will get reward they want
If one is low or not possible
Motivation will diminish or disappear
Notes
Need Theories
A requirement for survival and well-being.
People are motivated to satisfy needs
Maslow’s Hierarchy of Needs
Self actualization
Esteem
Social
Safety
Physiological
Herzberg’s Motivation-Hygiene Theory
Focuses on drivers of motivation
Outcomes that prevent dissatisfaction..
Two Factor Theory: Herzberg
Hygiene factors (maintenance)
Provider by organization
Motivation factors
Provider by supervision
McClelland’s Acquired Needs
Need for Achievement
Need for Power
Need for Affiliation
Three Factor Theory: Sirota
Three factors, which together build enthusiasm
Equity/Fairness
Achievement
Camaraderie
Missing factors impact motivation
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Equity Theory: JS Adams
Focuses on people’s perceptions of the fairness
Comparison to others
Inequity impacts performance
Notes
Attribution Theory:
Explains the ways we give reasons for observed behaviors.
There are TWO types of Attribution:
Internal attribution (related to them/ourselves)
Behavior driven by internal factors
External attribution (related to the situation)
Behavior driven by external factors
Reinforcement Theory: Skinner
Behavior is primarily driven by consequences
Rewarding consequence leads to repeated behaviours
Punishing consequences diminish behaviors
Motivating Factors: Smyth & Murphy
People are motivated by different needs.
Status
Control
Respect
Accomplishment
Trust
Fair treatment
Human Motivation Steps
Align organization's goals with workers' goals.
Organizations should try to meet worker needs
Align systems
Supervision create work climate
Supporting systems
Sustaining systems
Practical Things Managers Can Do
Job enlargement
Job enrichment
Job Rotation
Job design
Job demand
Empowerment
Provide feedback
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Workshop T9
Empowerment Continuum
Directed
Some autonomy
Self managed
Notes
Motivation & Management
Instill in people a sense of importance & meaningfulness.
Managers should energize the workplace in such a way that each person
Can learn and grow
Contribute in a positive way
Thrive in the work environment
Motivation is the responsibility of all managers
Managers should mitigate barriers in systems
Through motivation, managers show employees how to fulfill
their needs while accomplishing organizational goals.
Motivational Approach
Motivation should satisfy at least these two criteria.
Should generate extra effort and
Must increase job satisfaction
Motivation, job satisfaction and stellar performance are inextricably related.
Job Satisfaction
The work environment can foster job satisfaction
Job satisfaction can result from accomplishment
Job satisfaction, motivation and performance are closely related.
Summary
Motivation is an inner force that drives & directs behavior.
Motivation theories explain how they act.
Motivated Staff achieve organizational goals
We Covered
Managing performance
Shaping Perceptions
Motivational tools
Practical applications
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Notes
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T9. The Art of Motivation: Bringing Out the Best in People
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Peter Furst
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