EMPLOYEE MOTIVATION

COURSE

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EMPLOYEE MOTIVATION

COURSE OUTLINE

When you think of staff motivation, many things may come to mind: more money, a bigger office, a promotion, or a better quality of life. The truth is, no matter what we offer people, true motivation must come from within. Regardless of how it is characterized, it is important to get the right balance in order to ensure that you have a motivated workforce. The Employee Motivation workshop will give participants several types of tools to become a great motivator, including goal setting and influencing skills. Participants will also learn about five of the most popular motivational models, and how to bring them together to create a custom program.

Herzberg’s Theory of Motivation

Leading to Dissatisfaction

Company policy

Supervision

Relationship w/Boss

Work conditions

Salary

Relationship w/Peers 

Leading to Satisfaction   

Company policy

Supervision

Relationship w/Boss

Work conditions

Salary

Relationship w/Peers

Behavior Modification in Four Steps

  • Define the behavior to be modified.

  • Record the rate at which that behavior takes place.

  • Change the consequences which result from that behavior.

  • If this does not succeed in preventing the behavior, change the consequences to a greater or lesser extent

SMART GOAL SETTING

Mazlow’s Hierarchy of Needs

Self-actualization

morality, creativity, spontaneity, problem solving, lack of prejudice, acceptance of facts

Esteem

self-esteem, confidence, achievement, respect of others, respect by others

Love/belonging

friendship, family, sexual intimacy 

Safety

security of: body, employment, resources, morality, the family, health, property

Physiological

breathing, food, water,sex, sleep, homeostasis, excretion

Expectancy Theory

  • Valence– the importance that is placed by the individual upon the expected outcome. To ensure the maximum motivation, it is ideal to offer something which will be coveted 
     

  • Expectancy– the belief that increased effort will lead to increased performance. Effort will only lead to performance where the conditions exist to make it so.
     

  • Instrumentality– this is the belief that if an individual performs up to a certain level, they will be rewarded with an outcome that will be beneficial to them. This is important in workplaces where big rewards have been offered before, and in those where it is done for the first time.

SMART GOALS

  • S– Specific, significant, stretching: Goals need to be definite and defined. 

  • M– Measurable, meaningful, motivational: Goals need to be something which can be assessed and plotted against previous months and fellow staff members. 

  • A – Agreed upon, attainable, achievable, acceptable, action-oriented: There is no point in setting goals arbitrarily and unilaterally. 

  • R– Realistic, relevant, reasonable, rewarding, results-oriented. 

  • T– time-based, timely, tangible, traceable: Setting a goal of selling 100 units is relatively meaningless unless you specify a time period. 

Key Factors to Motivation

  • Security

  • Salary

  • Value

  • Respect 

Object-Oriented Theory

  • The Carrot

  • The Whip

  • The Plant

EXPERIENCE.

LEARN.

GROW.

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17 Road 210, Degla, Maadi, Cairo, Egypt.

info@jupitereclipse.com

+202-2521-4165

 

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Dubai Media City - Building 8, Office 97,
Dubai, United Arab Emirates.

info@jupitereclipse.com

+9714-347-4790

 

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