Go to: Motivation Issue --- Tutorial Resource List
8. MOTIVATION TUTORIAL
CORE POSITIVE IMMERSION ABSTRACTS
 THE SECRET OF MOTIVATING YOURSELF
The "Greatest Management Principle" = The things that get rewarded get done!
Everybody works "SMARTER" when there is something in it for them!
The TEN BEST work strategies for productive employees:
STRATEGY ONE --- Reward solid solutions instead of quick fixes!
 For the next week, take a few minutes each day and page through this book, noting the high points you marked!
STRATEGY TWO --- Reward risk taking instead of risk avoiding!
STRATEGY THREE --- Reward applied creativity instead of mindless conformity!
STRATEGY FOUR --- Reward decisive action instead of paralysis by analysis!
STRATEGY FIVE --- Reward smart work instead of busywork!
STRATEGY SIX --- Reward simplification instead of needless complication!
STRATEGY SEVEN --- Reward quietly effective behavior instead of squeaking joints!
STRATEGY EIGHT --- Reward quality work instead of fast work!
STRATEGY NINE --- Reward loyalty instead of turnover!
STRATEGY TEN --- Reward working together instead of working against!
(1) It is a lot easier to apply a principle when it is totally familiar to you and ingrained in your subconscious.
 After several readings, write "ACTION PLANS" for managing others, managing your supervisor and managing yourself! Follow the steps outlined in this summary.
(2) The key to familiarity is REPETITION!
 Set "deadlines" for completing each action plan!
 Make something happen!
Book Source: (Getting Results!)
 MOTIVATING PEOPLE --- HOW TO MOTIVATE OTHERS
Book Source: (Motivating People)
 FOLLOW THIS PATH --- HOW THE WORLD'S GREATEST ORGANIZATIONS
DRIVE GROWTH BY UNLEASHING HUMAN EMOTIONAL POTENTIAL
Book Source: (Follow This Path)
 HOW TO IMPROVE HUMAN PERFORMANCE ---
BEHAVIORISM IN BUSINESS AND INDUSTRY
MOTIVATION AND BEHAVIOR
Nonbehaviors, Behaviors and Results:
Behaviorists don't deal with abstractions but with specific behavior patterns. They are not concerned with changing a behavior that does not affect job performance. They look for a relationship between a "behavior" that needs to be changed and improvement of organizational performance.
They look at job-related behavior and try to increase the number of behaviors that are helping move organizational performance in the right direction. They seek techniques of reducing or altogether eliminating those behaviors that are counterproductive to job performance.
Click on the following triangle graphic of Maslow's famous theory or the Motivation and Human Needs link for more details:
OF MOTIVATION AND HUMAN NEEDS
Motivation and Human Needs
Fulfillment of Ego Needs are met on the job by recognition given for work well done and by opportunities for accomplishment, achievement, and independence of action.
Fulfillment of Self -Actualization Needs is met on the job by giving an individual employee the opportunity to realize his or her full potential. People at this level of "self -actualization" or "need gratification" are generally engaged in a continual program of self-development and find that the job itself provides its own intrinsic rewards!
 Predictability --- We can say in advance what will occur if certain conditions
are present in the job situation
Now there is a scientific approach or "technology" to predicting, measuring, understanding, and controlling human behavior, which makes it possible for you to increase the amount of behavior in your organization that is supportive of organizational goals, and you can decrease, minimize or eliminate behavior that is nonsupportive of organizational goals!
 Measurability --- We can not only predict what will happen but we can also
measure changes in operational results or changes in employee behavior as
a result of instituting changes in the job
 Understandability --- We know the cause-and-efect relationships between
the behavioral events we are examining
 Controllability --- We have the ability to change the conditions under which
behavior is taking place and to produce the outcomes we predicted
The ABC's of Human Behavior
These basic principles are worth knowing. In school you learn your ABC's of the English language vocabulary. It is not oversimplifying this issue to suggest that there are "ABC's of Work Behavior" as well.
 ANTECEDENT --- The antecedent is what happens before the behavior
occurs. It is a stimulus that provokes the behavior and is often in the form of cues
from the environment including, but not limited to, something that someone else
says or does, job routing cards, standards or objectives, notices on the employee
bulletin board, machinery or equipment-any cues for employees suggesting they
behave in a certain manner.
Book Source: (How to Improve Human Performance)
 BEHAVIOR --- This is something that the employee says or does on the job.
It is usually an overt action such as filing a report, stamping a piece of paper, painting
a part, coming to work on time-any one of a multitude of behaviors in which an employee
engages in getting a job done.
 CONSEQUENCE --- This is what happens after the employee behaves in a
certain manner on the job. Consequences of behavior include bonuses, overtime pay,
reprimands for excessive scrap, compliments for high-quality work, derision or compliments from fellow employees, or even attending a sales meeting in Honolulu.
 ESSENCE OF MOTIVATION IN ORGANIZATIONS
1) Emotional competence in organizations
 Emotionally competent employees have the following qualities:
2) People skills within organizations
(1) Independent --- Each employee makes a unique contribution to job performance.
 But organizational factors can affect the competence of employees:
(2) Interdependent --- Each employee draws to some extent on certain others, with many strong interactions.
(3) Hierarchical --- The "emotional intelligence" capacities of employees build upon one another. For example, self-awareness is crucial for self-regulation and empathy; self-regulation and self- awareness contribute to motivation; all the first four are at work in "social skills!"
(1) Necessary, but not sufficient --- Having an underlying emotional intelligence ability does
not guarantee that all employees will develop or display the associated competencies,
such as collaboration or leadership. Factors such as the climate of an organization or a person's interest
in his or her job will also determine whether the competence manifests itself.
(2) Generic --- The list of qualities related to high "emotional intelligence" or emotional competence is to some extent applicable to all jobs. However, different jobs make differing competence demands.
 A "new model of learning (p233-280)
 The basic business practices found by the Saratoga Institute in a study of 600 businesses regarding the characteristics that "OUTSTANDING" business organizations had:
 Best practices of "emotionally intelligent" organizations:
(1) They have the capacity to solve problems, meet challenges, or create valued products. In this sense, "organizational intelligence" represents that capacity as it emerges from the complex
interplay of people and relationships, culture and roles within your organization.
(2) All organizations are "cybernetic!" They are engaged in continuous and overlapping feedback loops. These "feedback loops" gather information from within and without and adjusts operations accordingly. Systems theory assumes that in an organizational environment of turbulent change and competition, the organization that can take in information most widely, learn from it most thoroughly, and respond most nimbly, creatively, and flexibly will be the most adaptive.
(3) This principle applies to all organizations, big and small. It points to the crucial role of "information flow" throughout the organization in determining its viability, which is its "intellectual capital!" Intellectual capital is the SUM of what everybody in the organization
knows and knows how to do! It is what gives your organization its competitive edge or MOTIVATION and drive to succeed in its mission!
(1) A balance between the human and financial sides of the company's agenda
Book Source: (Working with Emotional Intelligence)
(2) Organizational commitment to a basic strategy
(3) Initiative to stimulate improvements in performance
(4) Open communication and trust-building with all stakeholders
(5) Building relationships inside and outside that offer competitive advantage
(6) Collaboration, support, and sharing resources
(7) Innovation, risk taking, and learning together
(8) A passion for competition and continual improvement
 ABOLISHING PERFORMANCE APPRAISALS ---
WHY THEY BACKFIRE AND WHAT TO DO INSTEAD
Book Source: (Abolishing Performance Appraisals)
 SELF-MATTERS --- SEVEN BASIC NEEDS THAT MOTIVATE YOUR CHOICES!
Your life demands choices! Your challenge is to simply identify the SEVEN most critical choices of your life. These seven critical choices have been major factors in determining who and what you have become. If you identify and understand these choices, you will unlock an amazing amount of information about you and your self-concept and you and your future!
Your hierarchy of "Basic Needs" which "drive" or motivate each and every one of your choices!
Book Source: (Self-Matters)
(6) INTELLECTUAL FULFILLMENT
(7) SPIRITUAL FULFILLMENT
 YOU CAN'T AFFORD THE LUXURY OF A NEGATIVE THOUGHT
Book Source: (You Can't Afford the Luxory of a Negative Thought)
 FISH TALES --- REAL-LIFE STORIES
TO HELP YOU TRANSFORM YOUR WORKPLACE AND YOUR LIFE
Book Source: (Fish Tales)
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