Motivating Staff Without Necessarily Paying Them More

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Motivating Staff - Without (Necessarily)
Paying Them More

• Presented By

Chuck Hoffman Director Workforce Development
Center Division of Continuing Education New York
City College of Technology
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Are you motivated?

• New supervisors take motivation for granted. If
  staff is
• getting paid to do a job, they should do it to
  the best of
• their ability. If staff are not working to the
  best of their
• ability, a new supervisor may consider a punitive
• response, such as the threat of consequences, to
• motivate workers.

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TRUISMS ?

• ..there is not one shred of evidence for the
  alleged turning away from material
  rewardsAntimaterialism is a myth, no matter how
  much it is extolled
• Peter Drucker (1974).
• Job performance Ability x Motivation
• Ability depends on education, experience and
  training and its improvement is a long, slow
  process.
• Motivation can be improved relatively quickly.

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DEFINITION

• Motivation is defined as the process of
  arousing and sustaining goal-directed behavior.
  It is considered one of the most complex topics
  in organizational behavior.

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Theories of Motivation - 1

• Theory of Needs (David McClelland 1965)
• - Need for Achievement
• - Need for Power
• - Need for Affiliation
• Theory X and Theory Y (1960)
• Theory X Workers are lazy, dislike
  responsibility and making decisions. Are only
  interested in pay and benefits. They need to be
  controlled and threatened to get the job done.
• Theory Y Workers are self-directed. They want
  more creativity, responsibility and
  decision-making activity. Work is an opportunity
  for growth, development and self-actualization.

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Theories of Motivation - 2

• 3 Expectancy Theory (Victor Vroom)
• Productivity increases when workers see that
  their effort and
• performance is rewarded. The reward needs to
  be what the worker
• thinks is important.
• 4 - Human Relations Theory ( Elton May and
  others)
• Group dynamics and interpersonal
  relationships , including the
• organizational culture, have a profound
  affect on motivation.
• 5 - Equity Theory
• Workers need to feel that there is an
  equitable balance between the effort that they
  put into their job and what they get out of it,
  particularly in comparison to other workers doing
  the same job.

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Theories of Motivation - 3

• Goal-Setting Theory
• Workers should be given specific and difficult
  to achieve goals and, if possible, should
  participate in the goal setting process.
• Reinforcement (Behavior) Theory (B.F. Skinner)
• Workers will exert more effort on tasks that are
  reinforced through some reward system and will
  minimize behaviors that have a negative
  consequence.

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Summation

• Staff need to be recognized and rewarded for
  their work
• The reward system should be fair and transparent
• Staff should be encouraged to participate in goal
  setting and decision making
• Pay attention to the organizational culture
• Pay attention to leadership style

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Organizational Culture - CE

• A common perception or system of shared meaning
  held by members of
• the organization or unit that distinguishes it
  from other organizations
• or units. Could be thought of as a subculture.
• CE organizational culture is different from other
  college departments
• CE organizational culture is different at every
  college
• Units within CE departments sometimes have
  different organizational cultures
• While the organizational culture has a historical
  basis shared values, ways of getting things
  done it is open to change
• CE organizational culture is leader-driven and
  frequently determined by the values, personality
  and leadership style of the person (s) in charge
  the Dean or Director.

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Leadership Styles

• Leadership style is usually a reflection of an
  individuals personality,
• temperament, values , the system you work in and
  the dominant
• organizational culture. Most prominent styles
  are
• Coercive my way or the highway . Very
  controlling. Does not allow independent
  decision-making or autonomy.
• Authoritarian Overly concerned with rules and
  procedures. Does not encourage much independent
  decision-making or autonomy.
• Participatory Encourages team work and supports
  independent decision-making and autonomy.
• Coach Models behavior, sets an example.
  Consistently encourages staff efforts.
• Mentor Takes a personal interest in staff
  members and encourages their efforts.

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Reward Systems

• A good reward system provides both extrinsic and
  intrinsic rewards that enable staff members to
  meet their personal needs, feel challenged and
  enabled, and are distributed in a fair and
  equitable manner.

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Extrinsic Reward System

• Extrinsic rewards are tangible benefits that
  are tied to tenure and
• productivity. They include
• Salary structure that takes into consideration
  job complexity, skills, experience, education,
  importance to the organization and current and
  future funding.
• Fringe benefit package that includes sick leave,
  annual leave, medical coverage, pension, etc.
• Opportunities for lateral and vertical movement
• Opportunities for staff development
• Alternate work arrangements flexible schedules,
  working from home
• Sufficient resources office space, computers,
  fax machines, good phone system, duplicating
  machines, furniture
• Employee Service Benefits Employee Assistance
  Program (EAP), tuition reimbursement, flexi
  benefits

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Intrinsic Reward System

• Intrinsic factors refer to changes in job design
  or structure which strengthens the workers
  commitment, feeling of competence and personal
  growth.
• Promote and encourage teamwork for all projects
  and let the teams decide how the work is
  organized
• Give staff more autonomy and decision-making
  responsibility
• Involve staff in setting goals and objectives and
  planning strategies to meet those outcomes
• Provide staff with information about the big
  picture
• Encourage risk-taking
• Recognize workers for their productivity and
  accomplishments
• Maximize promoting from within
• Develop and implement a checking in system

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So, how do you motivate staff without
(necessarily)paying them more?

• Make sure you have good extrinsic and intrinsic
  reward systems in place.
• Maintain a participatory leadership style and
  also function as a coach and mentor.
• Involve staff in establishing goals and
  objectives and developing their own strategies.
• Encourage an organizational culture that values
  teamwork, autonomy, decision-making, personal
  growth and development and productivity
• Consistently recognize and support staff
• Be flexible

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12 Questions to Measure Employee
Engagement

• Do you know what is expected of you at work?
• Do you have the materials and equipment you need
  to do your work?
• At work, do you have the opportunity to do what
  you do best every day?
• In the last seven days, have you received
  recognition or praise for doing good work?
• Does your supervisor, or someone at work, seem to
  care about you as a person?
• Is there someone at work that encourages your
  development?
• At work, do your opinions seem to count?
• Does the mission of your organization make you
  feel your job is important?
• Are your fellow workers committed to doing
  quality work?
• Do you have a best friend at work?
• In the last six months, has someone talked to you
  about your progress?
• In the last year, have you had opportunities at
  work to learn and grow?
• 
  The Gallop Organization,
  Princeton, NJ