Managing

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Managing Motivating Your Staff

• 24 de marzo 2007
• Centro de Formación
• Hotel Las Lomas
• Medellín
• Colombia

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Managing Motivating Your Staff

• Presentation by
• Peter Byrne MSc Business Mgnt (Organisational
  Behaviour) BSc, Dip Mkt, Dip Finance.
• Chief Executive Officer
• South Dublin Chamber

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Objective Of This Seminar

• To look at what motivates staff in Latin American
  Chambers
• To understand the factors that enable people to
  be motivated in Latin American Chambers
• Is the structure of your Chamber relevant to the
  motivation and management of staff
• To understand the process of management in
  organisations.
• To examine management style and practice.
• The balance of organisational / management and
  employee needs
• The role of reward systems in staff management.
• The role of negotiation and feedback in staff
  management

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Motivation of staff is not a trick or a series of
clever things to do. It is an ongoing process
related to every aspect of your Chambers
structure, processes and activities.
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Exercise One

• In groups of 4 please discuss
• What motivates you?
• What motivates the staff in your Chamber?
• What demotivates you?
• What demotivates the staff in your Chamber?
• What one thing would you change in your Chamber
  to make it a better place to work?

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The Process of Management in Organisations
R E S U L T
G O A L
Organising
Leading
Planning
Controlling
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The Process of Management in Organisations
PEOPLE

• Individuals
• Individual interests and goals
• Perception
• Motivation
• Values and attitudes

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The Process of Management in Organisations
OrganisationalContext

• Formal Systems
• Evaluation and Rewards
• Hierarchy and Authority
• Roles Assignments
• Information

• Social Systems
• Culture
• Social Norms
• Group Dynamics

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The Process of Management in Organisations

• Individuals
• Motivation
• Individual interests and goals
• Perception and attribution
• Values and attitudes

PEOPLE
R E S U L T
G O A L
Organising
Leading
Planning
Controlling
OrganisationalContext

• Formal Systems
• Evaluation and Rewards
• Hierarchy and Authority
• Roles Assignments
• Information

• Social Systems
• Culture
• Social Norms
• Group Dynamics

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Management Style
People Orientation
Counsellor
Manager
Lazy
Authoritarian
Task Orientation
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Exercise Two

•  
• Discuss what type of management structure and
  processes work best in your chamber .
• 0utline those that are not working well.
•  

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Types of Leaders

1. Traditional Leaders Traditional leaders get
   their position from something that has gone
   before e.g. Child following parents into
   politics.
2. Situational LeadersSituational leaders tend to
   rely on expert power and resource power often
   obtained from supervisors.
3. Charismatic LeadersThe personalities of these
   leaders brings people along with them. A fault is
   that they rarely prepare a successor.

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Types of Leaders
Your management style and type of leadership
will directly and indirectly determine your
management ability.
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Motivation

• Motivation will be a lot easier, if you have the
  right
• balance between employee and job.
• The process starts with
• Job Description- Length of contract-
  Relationships- Tasks
• Recruitment Process- Advertising - Using a
  specialist agency- Head hunting

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Motivation
The process continued 3. The Interview-
Preparation- Interview Panel- Agreed Format-
Scoring / Evaluation of Candidates 4.
Induction- Planned Who does it?- Materials
prepared- People who they are to meet are they
informed and clear on the relationship-
Probation period clarified
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Motivation

• The process continued
• Roles- Manager/Employee roles to be known and
  understood- Line of reporting clarified
• Expectations- Expectations clarified-
  Evaluation process clarified- Individual and
  team goals clarified
• Clarity of Role and Purpose

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Motivation

• Force that acts on/within people initiating,
  sustaining and directing their behaviour.
• Important aspects
• Effort
• Persistence
• Direction
• Source Intrinsic vs. extrinsic

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Performance

• Extent to which an organisational member
  contributes to achieving organisational goals
• Factors influencing performance
• Motivation
• Ability (aptitude level, skill knowledge task
  understanding)
• Luck
• Interactions between these factors

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Goal Setting Theory (Latham, Locke)

• Assumption presence of goals induces
  goal-oriented behaviour.
• Important concepts
• Goal specificity (clarity)
• Goal challenge (difficulty)
• Goal acceptance vs. goal commitment
• Consequences of goal achievement

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Equity Theory (J.Stacy Adams)
Assumption Peoples motivation is influenced by
their perception of fairness. They are motivated
to maintain a fair and equitable exchange
relationship (e.g, work for rewards). If this
relationship is disturbed, they will have to
restore fair exchange.
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Equity Theory (J.Stacy Adams)

• Important Concepts
• Person (individual who perceives
  equity/inequity)
• Comparison other (group or person used as
  
• reference to compare input/outcome ratio)
• Inputs (what the person contributes to the
  exchange
• relationship e.g, effort, skills, knowledge,
• performance)
• Outcomes (what the person receives back from
  the
• exchange relationship)

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Equity Theory (J.Stacy Adams)

• Important Concepts
• Person (individual who perceives
  equity/inequity)
• Comparison other (group or person used as
  
• reference to compare input/outcome ratio)
• Inputs (what the person contributes to the
  exchange
• relationship e.g, effort, skills, knowledge,
• performance)
• Outcomes (what the person receives back from
  the
• exchange relationship)

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Equity Theory (J.Stacy Adams)

• Strategies to restore fair exchange
• Less input (e.g. work less)
• Demand more outcomes (e.g., higher pay)
• Leave exchange relationship
• Do not change behaviour, but perception (e.g.
  they really work
• harder than I am)
• Choose different comparison other

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Equity Theory (J.Stacy Adams)

• Important Concepts
• Person (individual who perceives
  equity/inequity)
• Comparison other (group or person used as
  
• reference to compare input/outcome ratio)
• Inputs (what the person contributes to the
  exchange
• relationship e.g, effort, skills, knowledge,
• performance)
• Outcomes (what the person receives back from
  the
• exchange relationship)

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Exercise 3 How do we reinforce Good behaviors
and discourage bad ones? Discuss your personal
and your Chambers approaches to this question
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Influencing the likelihood of behaviour in
organisations
Positive ReinforcementAdministering positive
consequences to workers who perform the behaviour
Desired Behaviour
Increasing likelihood through
Negative ReinforcementRemoving negative
consequences to workers who perform the behaviour
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Influencing the likelihood of behaviour in
organisations
ExtinctionRemoving whatever is currently
reinforcing the behaviour.
Undesired Behaviour
Decreasing likelihood through
PunishmentAdministering negative consequences to
workers who perform the behaviour
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Performance Appraisal

• Purpose Performance appraisal systems can be
  used for
• Maintaining and improving performance
• Making compensation decisions
• Making promotion/demotion/lay off decisions
• Identifying training and development needs
• Providing feedback and learning opportunities
• Vertical communication

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Performance Appraisal

• Appraisal methods (how is appraisal performed?)-
  Objective measures (outcomes)- Subjective
  measures (perceptual information)- Graphic
  rating scales- Bars (Behaviourally Anchored
  Rating Scales)- BOS (Behavioural Observations
  Scales)
• Agents of appraisal (Who appraises?)- Superior-
  Peers- Subordinates-Customers- External
  Specialists

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Reward Systems

• Intrinsic Rewards
• Enriched jobs
• Opportunities for decision making
• Challenging and meaningful types of work
• Extrinsic Rewards
• Pay
• Incentives
• Stock Options
• Bonuses
• Gain Sharing Promotions

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Reward Systems

1. AvailabilityBasically there is no point desiring
   or promising a reward which is unavailable.
2. Timeliness The reward should be provided when
   promised or agreed to, not just some future date.
3. Performance ContingencyThe reward should only be
   given if the goals are achieved.

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Reward Systems

1. Durability Intrinsic rewards last longer then
   extrinsic ones.
2. Equity Internal equity with those holding
   similar positions external equity with those in
   similar jobs outside.
3. VisibilityRewards should be visible for all to
   see. This sends out the message that rewards are
   available, timely and performance contingents.

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Exercise 4
Please discuss in groups of four What is
different about the world we work in now compared
to 10 years ago? .
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Changes in the last 10 years

1. Globalisation reducing the impact of location
2. Increase in personal career management
3. Decrease in concept of job for life
4. Breakdown of home/work boundary
5. Greater propensity of wealth and poverty
   widening gap
6. Increase in education confident young workforce
7. Move from command/control to commitment

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cont.Changes in the last 10 years

1. Change is a permanent concept
2. Contract workers
3. Teleworking
4. Faster pace
5. Flexibility
6. Higher expectations
7. Mobility / Turnover
8. Collaborative management style

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Exercise 5   Please write down what you think
employees want from work?
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What do employees want?

• Appreciation
• Feeling in on things
• Help on personal problems
• Job Security
• Good Wages
• Interesting Work
• Promotions
• Management loyal to workers
• Good working conditions
• Tactful Disciplining

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Pygmalion in Management

1. Enthusiasm and apathy both are infectious
2. Chamber staff treated by their bosses as super
   staff try to live up to that image
3. Power of expectations

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Justice and fairness perceptions exert a strong
influence on how employees react to their
organisation
Stress
Motivation
Turnover
Justice perceptions
Job satisfaction
Absenteeism
Commitment
Performance
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Injustice does not always have , to have been
done, to have negative implications for
employees fairness perceptions
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Team Building (Common Mistakes)

• Too many members, six or less is best!
• Wrong mix of people
• Meredith Belbin, twenty three years ago
  illustrated how different types of people are
  needed in different groups.
• Unfocused- Meetings for meetings sake, clear
  timescale and objectives are needed.
• A belief in consensus not all decisions need to
  be consensual

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Common Assumptions About Negotiation

• Debilitating Assumptions
• This is a zero-sum situation.
• The only solution is through compromise between
  our positions.
• It is best to let them make the first move.
• Their poor communication is their problem.
• Their decision making is flawed because they are
  ignorant or simply wrong.

• Empowering Assumptions
• We can always create additional value.
• We need to build on our respective interests.
• I can productively lead this negotiation.
• I am fully responsible for good communication.
• They do what they see is in their best interest.

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Problem Solving with Employees

• Separate the people from the problem
• Focus on interests not positions.
• Invent options for mutual gain.
• Insist on using objective criteria.
• BATNA Best Alternative To Negotiated Agreement
• - Adopt a frame of mind for understanding.- Be
  prepared to make understanding a collaborative
  effort.

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Problem Solving with Employees
BATNA - Be prepared to dig for data and reveal
reasoning. - Be prepared to create new
perceptions rather than battling
over old ones.
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What is feedback?

• Performance feedback objective information
  about individual or collective performance.
• Instructional function (e.g., teaches new
  behaviour clarifies roles)
• Motivational function (e.g., intrinsic value of
  feedback promise of reward)

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What is feedback?

• Interpersonal feedback subjective information
  about reactions to others behaviour
• Developmental function
• Relationship-building function

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Guidelines for Giving Receiving Effective
Interpersonal Feedback

• Be specific and direct
• Own your message
• Support your comments with evidence
• Separate the issue from the person
• Focus on behaviours that the person can do
  something about

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Conclusion

• In this seminar we have looked at
• What is motivation
• How do we motivate staff in a Latin American
  Chamber context
• Is it a trick or a process
• The process of management
• Examined management style and practice
• Addressed motivation in employees
• Looked at justice/fairness as a workplace issue
• Organisational/management and employee needs
• The role of reward systems in staff management
• The role of negotiation and feedback in staff
  management
•  

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• Thank you for your attention
• For further details on this presentation you can
  contact
• Peter Byrne
• Chief Executive Officer
• South Dublin Chamber
• Email peter_at_sdchamber.ie