Half day open training event held in Toronto, Ontario

1. Boosting morale and motivation in
the workplace
by Toronto Training and HR
September 2013

2. CONTENTS
5-6 Definitions
7-8 Key motivators
9-10 Components of motivation
11-12 The environment of motivation
13-14 Process of motivation
15-16 Work motivators
17-18 Motivating top talent
19-20 Promoting motivation through innovation
21-25 Reward and motivation
26-27 Team preferences in the context of motivation
28-29 Keeping teams motivated
30-31 Things which make motivation tricky
32-33 What can managers do?
34-35 Motivation theories
36-38 The job characteristics model
39-40 Low morale
41-43 Burnout
44-45 Empowerment
46-47 Young people
49-50 Conclusion and questions
Page 2

3. Page 3
Introduction

4. Page 4
Introduction to Toronto Training
and HR
Toronto Training and HR is a specialist training and
human resources consultancy headed by Timothy Holden
10 years in banking
10 years in training and human resources
Freelance practitioner since 2006
The core services provided by Toronto Training and HR
are:
Training event design
Training event delivery
Reducing costs, saving time plus improving
employee engagement and morale
Services for job seekers

5. Page 5
Definitions

6. Definitions
• Motivation
• Psychological factors
• Morale
• Employee engagement
• Job satisfaction
Page 6

7. Page 7
Key motivators

8. Key motivators
• Achievement
• Autonomy
• Esteem
• Fairness
• Influence
• Interaction
• Security
Page 8

9. Page 9
Components of motivation

10. Components of motivation
• Direction
• Effort
• Persistence
Page 10

11. Page 11
The environment of
motivation

12. The environment of motivation
• Clear expectations
• Communicate
• Rewards/recognition
Page 12

13. Page 13
Process of motivation

14. Process of motivation
• Felt need or oblige
• Incentive in which needs have
to be aroused
• When needs are satisfied, the
satisfaction or achievement of
goals
Page 14

15. Page 15
Work motivators

16. Work motivators
• Searcher
• Spirit
• Creator
• Expert
• Builder
• Director
• Star
• Friend
• Defender
Page 16

17. Page 17
Motivating top talent

18. Motivating top talent
• Performance based culture
• Dysfunctional culture
• Respect and appreciation
• Consistent feedback
• Praise
Page 18

19. Page 19
Promoting motivation
through innovation

20. Promoting motivation through
innovation
• Make innovation through a
strategic priority
• Soliciting input from employees
• Promoting collaboration
• Creating a culture that
supports innovation
• Aligning systems and
processes
Page 20

21. Page 21
Reward and motivation

22. Reward and motivation 1 of 4
• Organizational values
• Attaching and adding value
• People are a scarce resource
• Success of organizations
• Motivate, commit, develop and
attract
Page 22

23. Reward and motivation 2 of 4
REWARD MANAGEMENT
• Extrinsic rewards
• Intrinsic rewards
• Total reward
• Pay for performance
• Measuring the efficiency
• Benchmarking
Page 23

24. Reward and motivation 3 of 4
FINANCIAL MOTIVATION
• Wages, piece rate and salary
• Commissions
• Profit related pay
• Performance related pay
• Employee share programs and
fringe benefits
• Problems with incentive
schemes
Page 24

25. Reward and motivation 4 of 4
NON-FINANCIAL MOTIVATION
• Job enlargement
• Job rotation
• Teamwork
• Job enrichment
• Multi-tasking
• Problems with job re-design
Page 25

26. Page 26
Team preferences in the
context of motivation

27. Team preferences in the context of
motivation
• Visionary
• Achiever
• Facilitator
• Analyzer
Page 27

28. Page 28
Keeping teams motivated

29. Keeping teams motivated
• A lifetime of learning
• Two (or more) heads are
better than one
• Lessons from the playground
• It’s the little things that count
• Fuel the passion
• Flexibility
Page 29

30. Page 30
Things which make
motivation tricky

31. Things which make motivation
tricky
• It is difficult to see things from
the other person’s point of
view
• Generational differences
• We’re asking people to work
and they want to do something
else
• There is a lack of reward and
recognition
• People are NOT all in
• There is a lack of trust
Page 31

32. Page 32
What can managers do?

33. What can managers do?
• Talk less and listen more
• Give clear expectations
• Have more informal interaction
with employees
• Assign tasks to people based
on skills rather than office
politics
• Give more rights to employees
• Respect people with greater
expertise
Page 33

34. Page 34
Motivation theories

35. Motivation theories
• Maslow’s hierarchy of needs
• McGregor’s theory X and
theory Y
• Herzberg’s two factor theory
• McClelland’s theory of needs
• Adams’ Equity theory
Page 35

36. Page 36
The job characteristics
model

37. The job characteristics model 1 of 2
• Skill variety
• Task identity
• Task significance
• Autonomy
• Feedback
Page 37

38. The job characteristics model 2 of 2
• Felt meaningfulness of the job
• Responsibility for work done
• Knowledge of the results of
one’s work
• Outcomes
Page 38

39. Page 39
Low morale

40. Low morale
• Why is morale important?
• What do people with high
morale do?
• Importance of leadership
• Servant leadership
Page 40

41. Page 41
Burnout

42. Burnout 1 of 2
• Definition
• Differences at the personal
level
• Interpersonal level
• Organizational factors
• Emotional labour
Page 42

43. Burnout 2 of 2
COPING STRATEGIES
• Problem-focused coping
• Emotional-focused coping
• Relationship-focused coping
• Lifestyle-coping
Page 43

44. Page 44
Empowerment

45. Empowerment
• Do you really want
empowerment?
• Meaningfulness
• Competence
• Autonomy
• Impact
Page 45

46. Page 46
Young people

47. Young people 1 of 2
• Show opportunities for job
growth
• Teach and show them they are
making a difference
• Encourage them to have their
own personality
• Embrace social media
• Walk the talk
• Give it to them straight
Page 47

48. Young people 2 of 2
• Provide challenging and
interesting work
• A learning environment
• Location, location, location
• Have fun
Page 48

49. Page 49
Conclusion and questions

50. Page 50
Conclusion and questions
Summary
Videos
Questions