Motivation And Empowerment For Told.doc

Motivation and Empowerment for TOLD. By Louise Hammer Pettersen Motivation theory Maslows hierarchy of needs. In 1943 Maslow presented his paper “a theory on human motivation” and proposed the hierarchy of needs. His theory contends that as humans meet 'basic needs', they seek to satisfy successively 'higher needs' that occupy a set hierarchy. Once the level of need is satisfied, then a person moves on to the next level of need. Without the satisfaction of the lower order of needs, the higher ones will not be relevant. Let's take an extreme case: if we were stranded in a high mountain range after a plane crash, all our energies would initially go into finding food, shelter, defence and possibly, medical assistance. Only after these needs were satisfied would we seek other objectives such as respect, friendship, care of others and sexual fulfilment. If all these goals were answered then we would be free to seek purer goals such as enlightenment, wisdom, great works and perpetual remembrance. Maslow divided these objectives into five distinct stages, starting at physiological needs and ending at self-actualisation needs. In practice, the theory has its application in ensuring that the workforce have sufficiently comfortable surroundings and working conditions in order for them to be free to do their best for their company. Implications for Management If Maslow's theory holds, there are some important implications for management. There are opportunities to motivate employees through management style, job design, company events, and compensation packages, some examples of which follow:  

Physiological needs: Provide lunch breaks, rest breaks, and wages that are sufficient to purchase the essentials of life. Safety Needs: Provide a safe working environment, retirement benefits, and job security.

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Social Needs: Create a sense of community via team-based projects and social events.

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Esteem Needs: Recognize achievements to make employees feel appreciated and valued. Offer job titles that convey the importance of the position.

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Self-Actualization: Provide employees a challenge and the opportunity to reach their full career potential.

However, not all people are driven by the same needs - at any time different people may be motivated by entirely different factors. It is important to understand the needs being pursued by each employee. To motivate an employee, the manager must be able to

recognize the needs level at which the employee is operating, and use those needs as levers of motivation. Alderfers version of Maslow Alderfer (in Handy, 1990) grouped Maslow’s hierarchy into three sections – Existence needs (Maslow 1&2), Relationship needs (Maslow 3 & part of 4) and Growth needs (part of 4, & 5). He stated that these needs are Chronic – always there, or Episodic – sometimes there. Existence needs might be paralleled with Task needs, Relationship needs with Team needs, and Growth needs with Individual needs.

Maslow 5 Growth needs/ individual needs Maslow 4 Relationship needs/team needs Maslow 3 Maslow 2 Existence needs/task needs Maslow 1

Hygiene and motivation theory, herzberg To better understand employee attitudes and motivation, Frederick Herzberg performed studies to determine which factors in an employee's work environment caused satisfaction or dissatisfaction. He published his findings in the 1959 book The Motivation to Work. The studies included interviews in which employees where asked what pleased and displeased them about their work. Herzberg found that the factors causing job satisfaction (and presumably motivation) were different from those causing job dissatisfaction. He developed the motivation-hygiene theory to explain these results. He called the satisfiers motivators and the dissatisfiers hygiene factors, using the term "hygiene" in the sense that they are considered maintenance factors that are necessary to avoid dissatisfaction but that by themselves do not provide satisfaction. The first part of the motivation theory involves the hygiene theory and includes the job environment. The hygiene factors include 

the company,

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its policies and its administration, the kind of supervision which people receive while on the job, working conditions interpersonal relations, salary, status, and security.

These factors do not lead to higher levels of motivation but without them there is dissatisfaction. The second part of Herzbergs' motivation theory involves what people actually do on the job. The motivators are    

achievement, recognition, growth / advancement and interest in the job.

These factors result from internal generators in employees, yielding motivation rather than movement. Both these approaches (hygiene and motivation) must be done simultaneously. Treat people as best you can so they have a minimum of dissatisfaction. Use people so they get achievement, recognition for achievement, interest, and responsibility and they can grow and advance in their work. Therefore, the hygiene and motivation factors can be listed as follows: Hygiene    

Company policies and administration Supervision Working conditions and interpersonal relations Salary, status and security

Motivators     

Achievement Recognition for achievement Interest in the task Responsibility for enlarged task Growth and advancement to higher level tasks

Effects on Individuals of Working Environment

The working environment has an effect on individuals as follows: 

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It will provide at least sufficient for his basic needs and often much more. For example, 50 years ago in the United Kingdom, food and shelter were a person's basic needs. Today, most families will consider that the basic needs also include a car, television, etc. It may or may not provide adequate security. Again, most individuals seek a secure job, there are others including some men on oil rigs, who seek high pay for a limited period but with limited security. It provides an individual with an identity. As a member of an organization, he carries out a specific function. It also gives the worker comradeship, freedom from boredom, and an interest during his working life. It also provides self-fulfillment for individual where consideration has been given to ensure that the job is creative and gives job satisfaction. It provides the individual with status. There is a status in all jobs providing the job content is investigated to make the work more interesting.

Effects on Work Groups of Working Environment Rensis Likert has already described how the various management styles in an organization can effect the groups in an organization. Whilst the working environment will affect individuals, it will undoubtedly have a greater effect on working groups, since whilst an individual may have certain needs, he will not obtain those needs if the working environment does not provide the needs of the working group. The working group is the instrument of society through which in large measure the individual acquires his attitudes, opinions, goals and ideals, it is also one of the fundamental sources of discipline and social controls. Therefore, the working environment has an effect on groups as follows:      

It will affect the morale of the group. It will determine whether the group achieves the objectives set by the organization. It will determine whether the degree of cooperation provided by the group It will motivate the group to give of their best. It will determine whether the human relations within an organization are good or bad. It will also affect the relations between management and trade unions.

Combining the hygiene and motivation factors results in four scenario's:  

High Hygiene + High Motivation: The ideal situation where employees are highly motivated and have few complaints. High Hygiene + Low Motivation: Employees have few complaints but are not highly motivated. The job is perceived as a paycheck.

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Low Hygiene + High Motivation: Employees are motivated but have a lot of complaints. A situation where the job is exciting and challenging but salaries and work conditions are not up to par.

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Low Hygiene + Low Motivation: The worst situation. Unmotivated employees with lots of complaints.

Herzberg suggests that often work can and should be arranged in the following ways: - job enlargement - job rotation, and/or - job enrichment. Allan’s story – a story on what motivates people Allan Buus Jensen is a former training director for IFMSA. This is Allan’s story on how he got involved in IMCC Denmark. Allan started in Sexexpressen (SCORA) in Copenhagen, and soon he became a peer educator. Soon after he started Allan was given the task to be in charge of the sex box. This is a box the peer educators use when they go out to primary schools and teach, and it comprises of condoms, spirals and other prevention methods. It was Allan’s job to make sure it was always filled up and ready for new teaching sessions.

This task was small and achievable for a newcomer, and is what made Allan feel responsible. He later became the Danish NORA and IFMSA Training Director. This show’s how a very small task can lead the way for a long IMCC/IFMSA career. Motivators: - Achieved something - Enjoyable and fun - See progress - See importance - Teamwork cohesive - Encouragement - Guilt - Time pressures/deadlines - Shared responsibilities - Able to learn from it, personal development - Results 4 Keys to Motivation: Delegation Very motivating, even small roles make people feel involved and important Communication Team atmosphere must be open enough to discuss issues, regular updates Affirmation "thank you", tell someone "well done", encouragement, praise, be positive and happy. Always say thank you, even if they don't deserve it. Socialization Have fun, get together, social atmosphere

Empowerment What is empowerment? em·pow·er tr.v. em·pow·ered, em·pow·er·ing, em·pow·ers 1. To invest with power, especially legal power or official authority. 2. To equip or supply with an ability; enable Why not empower?  It’s too hard  It’s too dangerous  People are lazy, stupid, corrupt, selfish  You can’t really change things Why empower?

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Correction inequality Sustainable change Efficient use of few resources Maximising human potential

Where can we empower? • Our colleagues • Our friends & fellow members in IFMSA/EMSA/student organizations • People from our community • Our peers at home • Disadvantaged groups AND LAST BUT NOT LEAST • Our patients How to empower?  Facilitating the group to - say what their problems are - say what their strengths are  Make them feel good Steps and concept:  Sharing Information  Teambuilding  Beginning with enthusiasm  Be able to give “constructive” criticism  Able to implement changes  Further development Exercise • “Please explain the situation where you felt that you best managed to get your message across?” (with your neighbour) • “why is this a good way to share information?” (in groups of 4)