Effective Employee Motivation and Leadership Strategies

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Understanding and implementing effective strategies for motivating, satisfying, and leading employees is crucial for organizational success. From psychological contracts to job satisfaction, this comprehensive guide delves into key aspects such as employee expectations, organizational inducements, morale, turnover rates, and different motivational theories like Maslow's Hierarchy of Needs and Herzberg's two-factor theory. Discover insights on how to create a positive work environment, inspire employees to excel, and drive business growth through effective leadership and motivation techniques.

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Motivating, Satisfying, and Leading Employees

A leader is best when people barely know he exists, when his work is done they will say: We did it ourselves. ~ Lao-Tzu, c. 600 B.C. Leadership is the art of getting someone else to do something you want done because he wants to do it. ~ Dwight D. Eisenhower, 1890 - 1969

Psychological contracts in the workplace Job satisfaction and employee morale Theories of employee motivation Job satisfaction and employee motivation Managerial styles of leadership

Contributions: What does each employee expect to contribute to the organization? Inducements: What will the organization provide to each employee in return?

Job Satisfaction: Degree of enjoyment employees derive from doing their jobs TURNOVER MORALE High Morale: An overall positive employee attitude toward the workplace TURNOVER MORALE Low Turnover: A low percentage of employees leave each year

It's not easy being good these days at least if you're an employer. Edward Jones #1 #15 #28 #41 #58 #94 Cisco Systems Microsoft Patagonia Starbucks Wal-Mart Source: Fortune Magazine, February 4th, 2002

Motivation: The set of forces that cause people to behave in certain ways Classical Behavior: The Hawthorne Studies Contemporary

Theory Y People are energetic. People are ambitious and seek responsibility. People can be selfless. People want to contribute to business growth and change. People are intelligent. Theory X People are lazy. People lack ambition and dislike responsibility. People are self- centered. People resist change. People are gullible and not very bright.

Content Motivational Theories 1. Maslow s Hierarchy of Needs 2. Alderfer s ERG Needs 3. Herzberg s two- factor theory 4. McClelland s Achievement Motivation Process Motivational Models 1. Vroom s Expectancy Theory 2. Adam s Equity Theory 3. Skinner s Reinforcement Theory

General Examples Organizational Examples Self- Self- Actualization Actualization Needs Needs Esteem Needs Social Needs Security Needs Physiological Needs Self-Fulfillment Challenging Job Status Job Title Esteem Needs Friendship Friends at Work Social Needs Stability Pension Plan Security Needs Physiological Needs Shelter Salary

Hygiene Factors Motivation Factors Supervisors Achievement Working Conditions Recognition Interpersonal Relations The Work Itself Pay & Security Responsibility Company Policies & Administration Advancement & Growth Dissatisfaction Satisfaction

Individual Effort Individual Performance Organizational Rewards Personal Goals Effort- Performance- Reward Issue Rewards- Personal Goals Issue Performance Issue

Employees evaluate their treatment relative to the treatment of others Inputs: Employee contributions to their jobs Outputs: What employees receive in return The perceived ratio of contribution to return determines perceived equity

Reinforcement/behavior modification Management by objectives Participative management and empowerment Job enrichment and job redesign Modified work schedules

Punishment When negative consequences are attached directly to undesirable behavior Positive Reinforcement When rewards are tied directly to performance

Collaborative Goal Setting & Planning Communicating Organizational Goals & Plans Periodic Review Evaluation Meeting Setting Verifiable Goals & Clear Plans Counseling Identifying Resources

Increasing job satisfaction by encouraging participation Team management represents a growing trend

Job Enrichment: Adding one or more motivating factors to job activities Job Redesign: Designing a better fit between workers and their jobs Combining tasks Forming natural work groups Establishing client relationships

Work share programs Flextime programs and alternative workplace strategies Telecommuting and virtual offices

6:00 A.M. 7:00 A.M. 8:00 A.M. 9:00 A.M. 10:00 A.M. 11:00 A.M. 12:00 NOON 1:00 P.M. 2:00 P.M. 3:00 P.M. 4:00 P.M. 5:00 P.M. 6:00 P.M. Flexible Time Core Time Flexible Time Core Time Flexible Time Joe Sue Pat

Advantages Disadvantages More satisfied, committed employees Challenging to coordinate and manage Less congestion Poor fit for some workers

The process of motivating others to work to meet specific objectives

Challenge the process Inspire a shared vision Enable others to act Model the way Encourage the heart Source: www.theleadershipchallenge.com

A high energy level The ability to energize others around common goals The edge to make tough decisions The ability to consistently execute and deliver on promises Source: Jack Welch Tells It Straight from the Gut, Anderson Assets, Winter 2002

Autocratic Style Democratic Style Free-rein Style Contingency Approach The appropriate style in any situation is contingent on the unique elements of that situation