Emotional intelligence has the power to change your life.
Dare to be yourself. Find your real essence.
Restore your motivation. Turn diversity into success.
Length: 7 hours
Loss of motivation in an individual or a team can have adverse implications on morale and productivity. This workshop will help you discover the 17 universal principles of success.
By identifying the triggers to business motivation, employees are better able to consistently maintain an often-infectious business motivation, discover their personal missions, experience and benefit from the present moment, and avoid becoming their own worst enemies.
At lower levels of Maslow’s hierarchy of needs, such as physiological needs, money is a motivator; however, it tends to have a motivating effect on staff that lasts only for a short period (in accordance with Herzberg’s two-factor model of motivation). At higher levels of the hierarchy praise, respect, recognition, empowerment and a sense of belonging are far more powerful motivators than money, as both Abraham Maslow’s theory of motivation and Douglas McGregor’s Theory X and theory Y (pertaining to the theory of leadership) demonstrate. Maslow has money at the lowest level of the hierarchy and shows that other needs are better motivators to staff. McGregor places money in his Theory X category and feels it is a poor motivator. Praise and recognition are placed in the Theory Y category, and are considered stronger motivators than money.
- Motivated employees always look for better ways to do a job.
- Motivated employees are more quality-oriented.
- Motivated workers are more productive.
The average workplace is about midway between the extremes of high threat and high opportunity. Motivation by threat is a dead-end strategy, and naturally staff are more attracted to the opportunity side of the motivation curve than the threat side. Motivation is a powerful tool in the work environment which can lead to employees working at their most efficient levels of production.
The assumptions of Maslow and Herzberg were challenged by a classic study at Vauxhall Motors’ UK manufacturing plant. This introduced the concept of orientation to work and distinguished three main orientations: instrumental (where work is a means to an end), bureaucratic (where work is a source of status, security and immediate reward) and solidaristic (which prioritizes group loyalty).
Other theories that expanded and extended those of Maslow and Herzberg included Kurt Lewin’s “Force Field Theory,” Edwin Locke’s “Goal Theory” and Victor Vroom’s “Expectancy Theory.” These tend to stress cultural differences and the fact that individuals tend to be motivated by different factors at different times.
According to the system of scientific management developed by Frederick Winslow Taylor, a worker’s motivation is solely determined by pay, and therefore management need not consider psychological or social aspects of work. In essence, scientific management bases human motivation wholly on extrinsic rewards and discards the idea of intrinsic rewards.
In contrast, David McClelland believed that workers could not be motivated by the mere need for money—in fact, extrinsic motivation (e.g., money) could extinguish intrinsic motivation such as achievement motivation, though money could be used as an indicator of success for various motives, e.g., keeping score. In keeping with this view, his consulting firm, McBer & Company, had as its first motto “To make everyone productive, happy, and free.” For McClelland, satisfaction lay in aligning a person’s life with their fundamental motivations.
Elton Mayo found out that the social contacts a worker has at the workplace are very important and that boredom and repetitiveness of tasks lead to reduced motivation. Mayo believed that workers could be motivated by acknowledging their social needs and making them feel important. As a result, employees were given freedom to make decisions on the job and greater attention was paid to informal work groups. Mayo named the model the “Hawthorne effect.” His model has been judged as placing undue reliance on social contacts at work situations for motivating employees.
*source: WIKIPEDIA: business motivation, self motivation, motivation coaching, training motivation