Motivate Your Team

Motivate Your Team

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Motivate Your Team Workbook
Introduced by Mind Tools CEO, James Manktelow

No matter how talented people are, they will only perform well if they’re
sufficiently motivated.
Motivated people also enjoy their jobs – they have a positive outlook, they’re
excited about what they do, and they know that they’re putting effort into
something that’s truly worthwhile.
Put simply, high motivation is crucial if you and your team are to perform at
its best.
This is why having good motivation skills is vitally important, whether you’re a CEO
of a large corporation, you’re a manager responsible for a small team, or you’re
simply thinking about moving into a management position as the next step in
your career.
However, motivation is a complex subject, littered with myths and
misconceptions. This is why many managers find it difficult to motivate people,
and why so many well-meaning attempts at motivation fail.
This workbook helps you cut through this complexity. In it, we’ve interlaced
motivational theory with simple, practical exercises, so that you can directly apply

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your learning to your current situation. In just a few hours, you’ll learn about the
most important motivational theories, tools, and techniques, which you can then
apply immediately to get the very best from your team members, as well as from
other people around you.
Once you’ve completed this workbook, you’ll have a solid understanding of
motivation, as well as a coherent action plan for improving motivation within your
team and workplace.
We’ve split this workbook into three modules:
• Motivation Basics – Setting the Stage for High Motivation.
• Motivation Theories – Exploring the Nuts and Bolts of Motivation.
• Your Motivational Action Plan – Creating a Motivating Work Environment.
By developing your skills using this workbook, you’ll have the knowledge and
skills needed to build a high-performing team – this is good for you, your people,
and your organization.
Enjoy using this workbook!

James Manktelow
CEO
MindTools.com

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Contents

1. Motivation Basics 1
1.1. The Benefits of a High-Motivation Workplace 1
1.2. Motivation and Performance 2
1.3. A Flexible Approach to Motivation 3
1.4. Concluding This Module 5

2. Motivation Theories 6
2.1. Early Motivation Theories 6
2.2. Maslow’s Hierarchy of Needs 6
2.3. McGregor’s X/Y Theory 10
2.4. Herzberg’s Motivation/Hygiene Theory 14
2.5. Sirota’s Three-Factor Theory 18
2.6. Vroom’s Expectancy Theory 22
2.7. McClelland’s Human Motivation Theory 27
2.8. Concluding This Module 30

3. Your Motivational Action Plan 31

3.1. Creating Your Motivational Action Plan 31
3.2. Speaking to Team Members 32

4. Moving On... 34

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1.  Motivation Basics
Setting the Stage for High Motivation

W
hat is motivation, and why is it so important in the workplace?
“Motivation is the art
Put simply, motivation is what causes a person to take action. When of getting people to do
you’re working with other people, motivation provides the link what you want them to
between you wanting someone to do something, and him or her do, because they want
actually doing it. to do it.”
The reality is that, in a 21st century workplace, you can’t really make anyone do – Dwight D.
anything that they don’t want to do. If you try to coerce someone into doing Eisenhower,
something, you’re more likely to cause problems than you are to achieve positive U.S. President.
results. For instance, you might upset people, so that they disengage from their
jobs. You may drive away key members of your team; and, perhaps, the people
who are left will quietly undermine you behind your back. What’s more, if you do
force people to do what you want, it will likely be done poorly.
This is why you need to create a motivating environment, where people do what
you want because they want to do it themselves.

1.1.  The Benefits of a High-Motivation Workplace

When people are motivated to do things, organizational and team performance
improve, often in a spectacular way. By creating an appealing and motivating
work environment, you significantly increase the likelihood that people will work
hard for you.
There are many other benefits too. These include:
• Less employee turnover.
• Less absenteeism.
• Less stress.
• Better productivity.
• More creativity.
• Better customer service.
• Improved quality.
• More trust.
• More professionalism.
• Higher morale.
Motivation is not coercion or manipulation – it’s not something that comes from
the outside. To “be motivating” means to enlighten people, and to help them
discover energy and enthusiasm within themselves. So, when we look at how
we can motivate others, we’re really looking at how we can set the stage for
excellent performance.

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 Action:
Reflect on the following quote, then answer the questions below.
“It’s not my job to motivate players. They bring extraordinary motivation to our
program. It’s my job not to de-motivate them.”
– Lou Holtz, American Football Coach.

How does this fit with your own, personal experience in the workplace? Do you naturally want to do
your best in your job? And what, within the job, reduces your natural enthusiasm?

How could you apply the principles behind the Lou Holtz quote to improve motivation within your
team and organization?

You now know how important it is to motivate people, and you know that the key
to this is creating an environment where people can be motivated.
Next, let’s look at how high motivation leads to high performance.

1.2.  Motivation and Performance

Job Performance = Ability x Motivation
This simple equation shows the connection between how well people perform, in
relation to their ability and their motivation.
Ability depends, to some degree, on education, experience, and training.
Improving in this area is a continual, lengthy process.
By contrast, you can improve motivation quite quickly, and there are a handful of
very basic, common-sense strategies that you can use to do this. These include:
• Positive reinforcement.
• Effective discipline.
• Treating people fairly.
• Satisfying employee needs.

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 • Setting attainable work-related goals.
• Restructuring jobs when necessary.
• Giving rewards that are based on performance.
Motivation, then, isn’t something that comes from a person or a department.
It encompasses the entire scope of workplace activities. To create a motivating
environment, you need to look at the type of work, who is doing it, how it’s
managed, and a whole lot more.

1.3.  A Flexible Approach to Motivation

When many people start a new job, they’re bursting with energy and enthusiasm,
wanting to make the very best of their new role. And, even when settled in their
roles, most people are naturally motivated to do a good job – there aren’t many
people who decide to do terrible work! Factors around them have a strong
influence on their behavior, however, and that’s where you make a difference.
So, when we ask, “How do you motivate people?” we’re missing the fact that many
people are already motivated; they just might not be motivated to move in the
“right” direction, or they might not have the “right” motivators.
This type of broad question assumes that there is a one-size-fits-all solution for
motivating people. The reality is, though, that motivation is very personal, and
there is no secret formula for achieving it.
For instance, factors such as job enrichment, incentive programs, more autonomy,
and performance-based pay, often support a motivating environment. However,
not all will work in all organizations, or for all people.
A better approach is to ask the question like this:
“How should person X manage person Y to do Z?”
This question acknowledges the four main contributors to workplace motivation
and performance. These are:
1. The Manager (“person X”): This relates to the beliefs, values, personality,
capabilities, and so on, that influence the actions that the manager takes.
2. Management Methods (“manage”): These are the managerial practices
and processes that the manager can use.
3. The Managed (“person Y”): This relates to the beliefs, values, personality,
capabilities, and so on, that influence the way that the person wants to be
managed, as well as his reactions to current management methods.
4. The Work (“Z”): This is the actual work that the person needs to do to
achieve the organization’s objectives.
To build a high-motivation workplace, all four of these factors must be aligned for
every employee within the company. This is no small task!

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 Action:
To think about this further, answer the questions below.

Do managers in your organization currently take a flexible approach to motivation, based on the
four contributors that we highlighted on the last page? What could managers in your organization
do better to make sure that these four factors are aligned?

What impact do you see managers and executives having on motivation in your organization? List
two managers who are best at motivation, and write down what they do that makes them successful.

Now list the worst two managers in terms of employee motivation, and write down what you think
they need to improve on. (Obviously, don’t leave this page lying around!)

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1.4.  Concluding this Module
You now know what motivation is, and why it's so important to create a motivating
environment if you want your team and organization to reach peak performance.
You also know why it's important to take a flexible approach to motivation;
an approach that depends on the situation, as well as the needs of the
people involved.
In the next module, we're going to look at the core motivation theories that help
you do this.

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2.  Motivation Theories
Exploring the Nuts and Bolts of Motivation

N
ow that we’ve looked at the basics of motivation, and why it’s important
to take a flexible approach to motivating people, we’re going to look in Note:
more detail at the best-known motivation theories.
As we take a closer
By learning more about these, you’ll gain an understanding of how the look at these theories,
current views on motivation have developed. This will help you separate out-of- bear in mind that
date motivational approaches from those that are effective in today's workplace. some of them may
By learning about these theories, you’ll also be able to use them to create a conflict with one
motivating work environment for your people, so that you reap the benefits we another, yet they all
highlighted in the last module. have some element of
truth – the extent to
2.1.  Early Motivation Theories which they are “right”
varies according to
Early ideas on motivation came from animal research. In one type of study, for the situation.
example, researchers saw that rats would learn certain behaviors when rewarded
with food, and would avoid other behaviors when punished. These experiments,
and the success of this approach in animal training, led psychologists to extend
these ideas to humans. This is why so much traditional motivational practice
focuses on reward and punishment.
However, humans are more sophisticated than this, and if you reflect on what has been
true for yourself in the past, you’ll probably find that such approaches often seemed
crude and sterile. Yes, money’s important, and we want to be well-rewarded. And yes,
people don't like to be punished. But many of us are ultimately more motivated by
other factors, such as achievement, self-growth, and a passion for our work.
This old-fashioned “carrot and stick” approach to motivation became less
respected from the 1940s onwards, as other, more modern, approaches to
motivation became more prominent. Let’s look at some of these theories in more
detail, starting with Maslow’s Hierarchy of Needs.

2.2.  Maslow's Hierarchy of Needs

Psychologist Abraham Maslow developed his Hierarchy of Needs in1943. The
theory was significant, because it established that humans have a range of
different needs that they seek to satisfy.
Importantly, Maslow grouped these needs together into levels. The most basic
level starts with the physiological need for food, water, and shelter. This is followed
by security and social needs. Maslow believed that we can only meet higher-level
needs – self-esteem and self-fulfillment – after we’ve satisfied lower-level needs.

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Maslow’s theory is often represented as a pyramid, as in figure 1 below, with the
lower levels representing the more fundamental needs, and the upper levels
representing higher needs.
Figure 1 – Maslow's Hierarchy of Needs

Let’s look at each level in more detail:

• Level 1 – Physiology/Body
This level represents the basic things that we need to stay alive. It includes
things like having enough food, water, and shelter to survive. These are the
foundations of human needs, and we must meet these needs before we
can move on to higher levels.
• Level 2 – Security
Security needs represent the need to be safe from physical and
psychological harm, in the present and in the future. To help people meet
these needs in the workplace, you can give people a safe place to work,
and help them feel secure in their jobs.
• Level 3 – Belonging/Social
These needs compel us to look for a sense of belonging. If people are to
meet these needs in the workplace, they need to enjoy good relationships
with the people around them, and feel that they are an important part of
a team.
• Level 4 – Self-Esteem/Ego
Self-esteem corresponds to a feeling of self-respect and self-acceptance. It
includes the need for recognition and the desire to feel important. You can
boost people’s self-esteem by helping them feel valued and respected,
and by praising them.

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 • Level 5 – “Self-Actualization”
“Self-actualization” is a term Maslow used to describe doing what we feel Tip:
we were born to do. It represents the need for self-fulfillment, and the See our articles
desire to realize our full potential and become the best we can be. This on Management
need for self-actualization develops only after the needs on the previous by Objectives
four levels are satisfied. and Mission
It’s important to help team members find this sense of self, otherwise they Statements and
may become dissatisfied, restless, and unproductive. They may even look Vision Statements
for this need elsewhere. for more on helping
your people identify
You can help team members here by helping them identify their career
how their work
goals, and by linking these to the mission of the organization.
contributes to the
Remember that the idea with Maslow’s Hierarchy is that people progress from goals of your team
level to level: once someone’s needs for security are met, they are then motivated and organization.
by the search for belonging. Once they feel that they belong, they are motivated
by self-esteem, and so on.
Maslow’s Hierarchy has strong intuitive appeal, and some element of truth within
it. And, as a general approach, it reminds us that, if we want to motivate people,
we have to address all of these different needs.
This theory also tells us that people’s needs are not just met by hard cash (which
arguably addresses levels one and two) – while people may be very well paid, they
can still be unsatisfied if their higher-level needs aren’t met. So this theory helps us
think about how we can motivate people, even if we cannot provide people with
high monetary rewards.
For instance, it usually doesn’t cost much to provide a safe working environment
(level two), and it’s often inexpensive to have team socials – for example, around
a barbecue – where team members can get to know each other outside the work
environment (level three). It also costs nothing to compliment people on a job
well done (level four).
In general, Maslow’s Hierarchy of Needs is not so much a technique or process
to use, but an idea to have in mind when you’re thinking about how you meet a
team member’s needs (for example, during a quarterly review). As such, Maslow’s
Hierarchy gives us “permission” to be good bosses, knowing that we’re doing our
best to build highly effective, highly productive teams.

Action:
Now, using Maslow’s Hierarchy, think about how you and your organization
(or your team) currently meets team members’ needs. Write your thoughts in
the table on the next page.
(We’ll assume that your team members have met all relevant “level one”
needs – in other words, that they have enough to eat, that they have shelter,
and that they’re reasonably healthy.)

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Need How Your Organization Currently Meets This Need

Security

Belonging

Self-Esteem

Self-Actualization

Action:
Now, think about what more you could be doing to meet people’s needs on
levels two, three, four, and five.

Need What Your Organization Could do to Meet This Need

Security

Belonging

Self-Esteem

Self-Actualization

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 Action:
Next, in the box below, list specific actions that you could take to improve
people’s motivation, based on Maslow’s Hierarchy of Needs.

2.3.  McGregor's X/Y Theory

Douglas McGregor, a social psychologist at Massachusetts Institute of Technology
(MIT), published his Factor X/Y Theory in the 1960s. Rather than looking at how
to motivate individuals, he looked at managers’ assumptions about worker
motivation, and how those assumptions impacted productivity and satisfaction.
Specifically, he highlighted that managers generally hold one of two beliefs about
employees and their attitudes toward their jobs. He labeled these opposing views
“Theory X” and “Theory Y”:
• Theory X assumes that people see work as a burden, and that they do it
because they have to.
• Theory Y assumes that people get great satisfaction from their work, and
that they take pride in it.
McGregor concluded that if you believe team members dislike work (Theory X),
you will tend to use an authoritarian style of management. On the other hand,
if you assume that employees take pride in doing a good job (Theory Y), you will
tend to adopt a more participative style of management.
So, by understanding how your assumptions about motivation influence your
management style, you can use McGregor’s theory to adapt your approach
appropriately, and manage people in a way that motivates them to do their
best work.
McGregor promoted Theory Y as the basis of good management practice,
pioneering the argument that workers are not merely cogs in the company
machine, as Theory X-type managers seemed to believe.
Let’s look at Theory X and Theory Y, and the management practices associated
with each approach.

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Theory X
Theory X assumes that people are naturally unmotivated, and that mangers must
adopt an authoritarian style of management to get things done.
It also assumes that people:
• Dislike working.
• Avoid responsibility and need to be directed.
• Have to be controlled, forced, and even threatened to deliver
what's needed.
• Need to be supervised constantly.
• Need to be enticed to produce good results, otherwise they will have no
ambition or incentive to work.
X-type organizations tend to be “top heavy,” with managers and supervisors
required at every level to control workers. There is little delegation of authority,
and control remains firmly centralized.

Note:
Although many of us probably wouldn’t like to work in a Theory X-type
environment, it’s worth remembering that this management style may
be effective in some workplaces. For instance, this may be true in some
large-scale production operations, and in unskilled production-line work.

Theory Y
Theory Y promotes a participative style of management that is de-centralized. It
assumes that employees are happy to work, that they’re self-motivated, and that
they like having responsibility.
It also assumes that people:
• Take responsibility for their behavior and actions, and are motivated to
achieve the goals and objectives that they’re given.
• Do not need much direction.
• Consider work to be a natural part of life.
• Use their initiative to solve work problems creatively.
In Y-type organizations, people at lower levels of the organization are involved in
decision-making, and they have more responsibility.
Therefore, this approach is most suited to knowledge work and professional
services, and many professional service organizations naturally evolve Theory
Y-type practices by the nature of their work. Even highly-structured knowledge
work, such as call center operations, can benefit from Theory Y principles to
encourage knowledge sharing and continuous improvement.

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Comparing Theory X and Theory Y

Theory X implies that... Theory Y implies that...

People’s People dislike work; they want to People are self-motivated, and
Motivation avoid it, and they don’t want to thrive on responsibility.
take responsibility.

Management Style and Control Management is authoritarian, and Management style is participative:
control is centralized. managers involve employees in
decision-making, but retain the
power to make decisions.

Work Organization Employees tend to have Work tends to be organized

Rewards and Appraisals
specialized and often
repetitive work.
Organizations work on a “carrot
and stick” basis. Performance
appraisal is part of the
overall mechanism of control
and remuneration.
around wider areas of skill or
knowledge. Employees are
also encouraged to develop
expertise, and improve
work processes.
Appraisal is important and done
regularly; however, it’s usually
separate from organizational
controls. Employees have frequent
opportunities for promotion and
for developing new skills.

Action:
Reflect on what you’ve learned about McGregor’s X/Y Theory by answering
the questions below.

Choose three team members or co-workers. Which the two approaches (Theory X or Theory Y) would
you use to manage each one?
Team Member Approach
1.

2.

3.

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Now think about how you like to be managed. Describe your experiences of being on the receiving
end of Theory X management. Was it effective? How did it impact your motivation or the motivation of
people around you?

Now, do the same with your experiences of Theory Y management.

What do you conclude from this about the management style and motivation approaches at your
workplace right now? What would you like to see done differently/better?

Action:
Now, think about specific actions that you could take to improve people’s
motivation, based on what you’ve learned about McGregor’s X/Y Theory. List
these in the box below, and don’t worry if you repeat any of the actions that
you identified from the exercise you did on Maslow’s Hierarchy of Needs.

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2.4.  Herzberg's Motivation-Hygiene Theory
Maslow’s Hierarchy of Needs highlights how we can motivate people by meeting
their most important needs, and McGregor’s X/Y Theory looks at how our
assumptions about worker motivation influence the way that we motivate people.
Frederick Herzberg took a different approach to Maslow and McGregor: by asking
people to describe situations where they felt really good and really bad about
their jobs, he found that people who felt good about their jobs gave very different
– not opposite – responses from the people who felt bad.
From this, he concluded that there are certain factors that provide satisfaction at
work, and certain factors that cause dissatisfaction at work. This forms the basis
of his Motivation-Hygiene Theory (sometimes also known as “Herzberg's Two
Factor Theory”).
The theory says that certain characteristics of a job are consistently related
to job satisfaction, while different factors are consistently associated with
job dissatisfaction. The theory also says that the factors that determine job
satisfaction, and thus motivation, are separate and distinct from the factors that
lead to job dissatisfaction.
Therefore, according to the theory, job satisfaction and job dissatisfaction are not
opposites. Instead:
• The opposite of satisfaction is no satisfaction.
• The opposite of dissatisfaction is no dissatisfaction.
We can see how this is true by looking at the factors that he identified:

Factors for Satisfaction Factors for Dissatisfaction

(Motivators) (Hygiene Factors)
Achievement. Company policies.
Recognition. Supervision.
The work itself. Relationship with supervisor and peers.
Responsibility. Work conditions.
Advancement. Salary.
Growth. Status.
Security.

Motivators are the primary causes of satisfaction in the workplace, and hygiene
factors are the primary causes of dissatisfaction in the workplace. And, because
job satisfaction and job dissatisfaction are not opposites, you cannot create
satisfaction until you’ve dealt with causes of dissatisfaction. Nor can you eliminate
job dissatisfaction by only adding the factors of job satisfaction.
For example, you won’t be able to motivate people by giving them more
responsibility, if they have poor working conditions. And you won’t be able to
motivate people by creating a healthy work environment, unless you provide them
with factors for satisfaction, too.

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Applying Herzberg's Theory
To apply Herzberg's theory when motivating your team, you must adopt a
two-stage process: first, you must eliminate the dissatisfactions that they're
experiencing, and, second, you must help them find satisfaction.
Step One: Eliminating Job Dissatisfaction
Herzberg called the causes of dissatisfaction “hygiene factors.” To get rid of them,
you need to:
• Fix poor and obstructive company policies.
• Provide effective, supportive, positive, and non-intrusive supervision.
• Create and support a culture of respect and dignity for all team members.
• Ensure that salaries are competitive.
• Provide meaningful work for all positions.
• Provide reasonable job security.
All of these actions help you eliminate job dissatisfaction in your organization. And
there's no point trying to motivate people until you’ve done this.

Action:
On the next page, list five sources of dissatisfaction in your workplace.
Think about them in terms of what makes you and members of your team
unhappy. Beside each, think of ways that you could deal with each source
of dissatisfaction.
Use these questions as starting points in identifying sources
of dissatisfaction:
• Are there policies in your organization that could cause people
dissatisfaction? What are these? What do people not like about
company policies? What don’t you like?
• Do people get the right amount of supervision in your team? Do you
avoid micromanagement where possible? Do people get the right
support from you, and from other people, so that they can do their
jobs well?
• Is there a culture of respect in your team? Do people get recognition
for their hard work? Do people treat each other well?
• Are people’s salaries competitive? Do they get paid fairly? Do team
members with similar experience get paid a comparable salary?
• Do people know how their work contributes to the goals of the team
and organization? Does everyone do meaningful work as part of
their role?
• Do people think that they have job security? Do you report back
on organizational successes that will help people feel a sense
of security?

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 Source of Dissatisfaction Potential Remedy

Tip:
As a manager, you may not know about these sources of dissatisfaction.
(Indeed, without knowing it, you may have caused some of them!) This is
why you need to talk with your people often, and provide an open, safe
environment within which they can raise issues.

Step Two: Creating Conditions for Job Satisfaction

The next step in using Herzberg’s Hygiene Motivation Theory is to create
conditions that help people be satisfied in their jobs.
To do this, you need to address the motivating factors associated with people’s
work. Herzberg called this “job enrichment.” Examine every job to determine how
it could be made better and more satisfying for the person doing the work.
Things to consider here include:
• Providing opportunities for achievement and advancement.
• Recognizing workers’ contributions.
• Creating work that’s rewarding, and that matches the skills and abilities of
the worker.
• Giving as much responsibility to each team member as possible.
• Offering training and development opportunities, so that people can
pursue the positions they want within the company, and achieve their
career goals.

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 Action:
Now, using the bullet points on the last page as prompts, list five possible
sources of satisfaction (motivation) in your workplace. Then, for each factor,
identify actions that you could take to enrich people’s jobs, and make their
roles more satisfying.

Motivating Factor Potential Actions

Action:
Now, look back over your answers to the last two exercises, and list the
specific actions that you need to take to eliminate job dissatisfaction, and
create conditions for job satisfaction. Write these actions in the box below.
As before, don’t worry about repeating any of the actions that you identified
in previous sections of this workbook.

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2.5.  Sirota's Three-Factor Theory
A more recent approach to worker motivation was developed by organizational
researcher and consultant, David Sirota. After surveying more than four million
workers around the world, Sirota concluded that the way to motivate people is to
give them what they want in three key areas. This idea forms the basis of his Three-
Factor Theory, which he published in the 2005 book, “The Enthusiastic Employee.”
The Three-Factor Theory assumes that most people start out wanting to do a good
job – but then other things happen, or don't happen, that reduce this natural
motivation. Therefore, to keep people motivated, managers must create a work
environment that promotes:
1. Equity/fairness – people want to be treated fairly at work.
2. Achievement – people want to do important, useful work, and be
recognized for this.
3. Camaraderie – people want to enjoy good relationships with
their co-workers.
Together, these three factors boost enthusiasm, morale, and productivity. Let’s
look at each factor in more detail.

1.  Equity/Fairness
With this factor, people are motivated by fair treatment, and they want their
company to provide working conditions that respect their physiological,
economic, and psychological needs. Sirota believes that equity elements are most
important, and you must address these before adding other enthusiasm factors.
To promote equity and fairness, you can do the following, in each of these
three areas:
i. Physiological Safety
• Create safe working conditions, and ensure the physical safety of workers.
• Establish expectations that people should have a reasonable life balance.
• Meet all workplace safety requirements.
• Provide safety training on a regular basis.
ii.  Psychological Health
• Create an environment of respect.
• Treat all people similarly, regardless of how much power they have.
• Use power fairly.
• Minimize status distinctions in the workplace – for example, by avoiding
separate parking lots and eating areas.
• Give people sufficient and appropriate levels of autonomy
and independence.
• Pay attention to what people say they want and need.
• Provide positive feedback and recognition.
• Show an interest in people, and insist on common courtesy.

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iii. Economic Security
Note:
• Pay competitive wages that keep up with inflation.
• Offer variable pay (bonuses) for performance. Unlike Herzberg,
• Allow workers to share in company success through stock ownership or Sirota believes that
other profit-sharing programs. compensation is a
• Provide a reasonable level of job security. motivating factor. His
• Consider all possible alternatives before laying workers off. theory says that pay
• Ask for voluntary layoffs when a layoff is inevitable. represents respect
• Communicate openly and honestly about layoffs. and achievement,
• Provide support for people who lose their jobs. not just the ability
• Look after the fairness needs of the workers who remain after layoffs. to purchase
life’s necessities.

Action:
What is your belief about compensation as a factor of motivation? Do you
see it as a hygiene factor like Herzberg, or an equity/fairness (motivating)
factor like Sirota? Why?
Write your thoughts in the box below.

2.  Achievement
With this factor, people want to be proud of their work, and they want their
achievements to be acknowledged. They also want to feel proud of what the
organization, as a whole, does.
To help people feel this sense of achievement, do the following:
i.  Provide an Enabling Work Environment
• Give people what they need to do the job well.
• Use teams effectively.
• Use participative leadership practices.
• Eliminate bureaucracy and hierarchy where this is appropriate.
• Delegate effectively, and avoid micromanagement.
ii.  Provide Challenging Work
• Allow people to do interesting work that uses their skills and abilities.
• Hire people based on fit with the role and with the organization.
• Design enriching and satisfying jobs.
• Communicate how each person contributes to the company as a whole.
• Provide opportunities for people to learn new skills.

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iii.  Use Feedback, Recognition, and Reward
• Let people know how well they’re performing.
• Communicate clear expectations.
• Establish and agree on priorities and objectives.
• Use tangible rewards to acknowledge achievement.
• Balance criticism with plenty of praise.
• Promote from within the organization where possible.
iv.  Be an Organization of Purpose and Principles
• Develop an organization that people can be proud to work for.
• Create a vision that makes workers proud.
• Communicate the principles of the company.
• Set a good example – managers and leaders should “walk the talk.”
• Adopt and apply ethical leadership.
• Provide a high-quality product or service, and use high-quality
management practices.

Action:
Reflect on how your organization promotes achievement and uses it as a
motivating factor. Then, think of ways that this could be improved upon
within your team or the company as a whole. Write your thoughts in the
box below.

How my organization promotes achievement currently:

How we could promote achievement further in the team and organization:

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3.  Camaraderie
The third factor in Sirota’s theory highlights that, when people go to work, they
want to enjoy themselves – this makes interpersonal relationships very important.
A culture that supports and encourages cooperation, communication,
friendliness, acceptance, and teamwork is critical for maintaining enthusiasm.
As such, Sirota concluded that “partnership” needs to be an important part of
company culture.
You can build camaraderie in the following ways:
• Make “people skills” a priority in the organization – demonstrate empathy,
consideration, and respect, and expect the same from every worker.
• Encourage interactions between employees, and provide opportunities
for people to socialize.
• Reward positive team behaviors.
• Encourage cross-functional interaction and teamwork.
• Review department policies and practices regularly to make sure that the
approaches and messages used are consistent across the organization.
• Use team charters to develop ground rules for team interaction.
• Use collaborative conflict resolution and win-win negotiation techniques
to resolve differences.

Action:
Reflect on your own experiences of camaraderie in the workplace, by
answering the questions in the box below.

List three people you work with right now whose camaraderie you value. How does each relationship
impact your personal motivation and enthusiasm?

Now think of three people (current or past) who have de-motivated you through the way that they
have behaved. What organizational systems would have helped alleviate the dissatisfaction this
caused you? And how could you avoid a similar issue in your own team?

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 Finally, how have you contributed to someone else’s lack of enthusiasm or motivation at work? What
will you do differently from now on?

Action:
Now, in the box below, list the actions that you could take to improve
people’s motivation, based on what you’ve learned about Sirota’s Three-
Factor Theory. Include any actions that you have identified in previous
sections, if applicable.

2.6.  Vroom's Expectancy Theory

Many of us are familiar with the idea that working hard leads to favorable results.
After all, we all want to feel that the harder we work, the more of our needs we
meet, and the more satisfied we are.
Victor Vroom’s Expectancy Theory (see figure 2, on the next page) takes a deeper
look at the link between effort and the achievement of personal objectives. The
theory is based on the idea that we will do what’s required to maximize positive
outcomes, and minimize negative ones.
Because Expectancy Theory is based on an intuitive, instinctive understanding of
motivation, it’s one of the most comprehensive explanations of motivation that
we have. Let’s take a closer look at the theory.

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Figure 2 – Vroom's Expectancy Theory

About the Theory

Vroom introduced Expectancy Theory in his 1964 book, “Work and Motivation.”
The theory says that the strength of your motivation to act in a certain way
depends on two things:
1. Your expectation that a given level of activity will cause a given outcome.
2. For a high level of activity, the outcome will be attractive.
Put simply, if people expect a positive and desirable outcome when they do
something, they'll usually work hard to perform at the level expected of them.
Therefore, to motivate people using this idea, you need to create links between:
1. High effort and high performance.
2. High performance and a positive outcome.
The theory also says that, if you establish these two links, you'll automatically
create a third link – the link between high effort and a positive outcome. This
is a fundamental source of high motivation: when people feel like this, they’re
confident that if they work hard, they'll be rewarded well, whether this is with job
satisfaction, money, recognition, or a promotion.
If you use this relationship between expectation and outcome, then motivating
people should come down to three things:
• Effort – encouraging the belief that making more effort will
improve performance.
• Performance – encouraging the belief that a high level of performance will
bring a good reward.
• Outcome – making sure that the reward is attractive.
When these variables are high, we expect motivation to be high. The difficult
part is creating – and maintaining – a strong link between high effort and
high performance.

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Creating Expectancy Theory Links
With this in mind, let’s look at a step-by-step approach to using Expectancy Theory.
1.  Provide Valuable Rewards and Outcomes
The first step is to provide valuable rewards and outcomes for people. These
could include:
• Praise.
• Good pay.
• Job security.
• Great relationships.
• Opportunities for development.
• A good match between the job and people’s skills.
You need to think regularly about the outcomes and rewards that people
experience, and bear in mind that negative outcomes, such as boredom,
frustration, and anxiety, can also exist.
Also remember that different people have different perceptions, and the
only way you’ll know what people on your team value is to talk to them on
an individual basis. For example, some team members may be motivated by
monetary rewards, but many will be motivated by the factors that Herzberg and
Sirota highlighted, such as recognition, promotion, camaraderie, responsibility,
and interesting work.

Action:
Think about the rewards you currently offer at your workplace. Then answer
the questions in the box below.

Do different, individual team members value the rewards you offer?

How can you make existing rewards more valuable to team members?

What other rewards can you offer that may have a high value to some? (Don’t just think of monetary
rewards – think of the many other things that we’ve already talked about.)

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2.  Link Effort and Performance
The second step is to help team members understand that high effort will result in
high performance. Make sure that they know the kinds of behavior they need to
exhibit to achieve a positive outcome.
When you do this, remember that the final outcome may not motivate people
unless they know clearly what they need to do to achieve high performance.
These questions help you think about this:
• What is the definition of “doing well”?
• What behaviors do people need to show to perform well?
• Do you have a performance appraisal system? Does it support workers'
efforts? Does it give people the tools and direction that they need to
perform well?
• Do you monitor and recognize good performance consistently and fairly?

Action:
Think about how well you link performance and effort currently. Ask yourself
the questions above, and note five actions that you can take to highlight this
link further, in the box below.

1.

2.

3.

4.

5.

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3.  Link Performance and Outcomes
Finally, you need to ensure that, when people perform well, they experience good
outcomes (rewards).
Here, you must make sure that each person has the skills and resources needed
to do a good job, so that you create a situation where high effort can lead to high
performance. (If people don't have the right tools or the right skills, then, no
matter how hard they work, they may never achieve great results.)
Once people have the resources and knowledge required for high performance,
remind them regularly that they control the factors that determine success. This
is what creates people's expectations that performing well leads to the outcomes
they want.

Action:
To evaluate whether or not your people have the resources they need to
perform well, answer the questions below, asking people for their input
where you can.

Do all of your people have the equipment, supplies, and tools that they need to do their jobs
effectively? This includes things like computers, chairs, desks, and monitors, as well as office
supplies, books, and cell phones.

Do they get the support they need from their colleagues, and from you?

Do all of your team members have the skills and knowledge that they need to do their jobs effectively?

Based on your findings from the questions above, list the actions you need to take to give people the
resources needed to do their jobs effectively:

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Managing People's Perceptions
In some situations, the challenge of applying Expectancy Theory is to manage
people's perceptions.
For instance, if members of your team have worked hard but good outcomes
haven't resulted, you may need to recognize their hard work, but then explain why
there has been a lack of success.
On the other hand, if an outcome was good but performance has been poor,
you may need to highlight that poor performance, and then attribute the good
outcome to luck, or highlight how much more people could have achieved if they
had performed better.

Action:
Now list specific actions that you could take to create a more motivating
environment, based on the ideas behind Vroom’s Expectancy Theory. Again,
don’t worry if you’ve already listed some of these actions previously.

2.7.  McClelland's Human Motivation Theory

In this workbook, we’ve already discussed that different people are motivated by
different things, and that what motivates one person might not motivate another.
David McClelland’s Human Motivation Theory is a useful way of thinking about
this further. It says that, regardless of our gender, culture, or age, we all have
three motivating drivers, and that one of these will be our dominant motivating
driver. This dominant motivator is largely dependent on our culture and our
life experiences.
The three motivating drivers are achievement, affiliation, and power. Once you
know people’s dominant motivating driver, you can structure your rewards and
praise more effectively, so that your appreciation really “hits home” with them.
McClelland said that people will have different characteristics depending on their
dominant motivator. These characteristics are as follows:

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 Dominant Driver Characteristics
Achievement • Has a strong need to set and accomplish
challenging goals.
• Takes calculated risks to accomplish goals.
• Likes to receive regular feedback on
progress and achievements.
• Often likes to work alone.
Affiliation • Wants to belong to a group.
• Wants to be liked, and will often go along
with whatever the rest of the group wants.
• Favors collaboration over competition.
• Doesn’t like risk or uncertainty.
Power • Wants to control and influence others.
• Likes to win arguments.
• Enjoys competition and winning.
• Enjoys status and recognition.

Tip:
People with a strong power motivator are often divided into two groups:
personal and institutional. People with a personal power drive want to control
others, while people with an institutional power drive like to organize the
efforts of a team to further the organization’s objectives. Clearly, those with an
institutional power need are more desirable as team members.

Motivating People Using Human Motivation Theory

So, how can you motivate people more effectively using this theory?
First, you examine each team member to determine which of the three motivators
is dominant for each person. You can probably identify drivers based on personality
and past actions, but you can also ask people directly, if you do this sensitively.
Then, based on your findings, use a motivational approach that corresponds with
their dominant motivator. Let’s take a close look at some strategies you can use for
each motivator.
Achievement
Team members motivated by achievement need challenging, but not impossible,
projects. They thrive on overcoming difficult problems or situations, so make sure
that you keep them engaged this way. People motivated by achievement work
very effectively with other high achievers.
Affiliation
People motivated by affiliation work best in a group environment, so try to integrate
them with a team whenever possible. They also don't like uncertainty and risk.
Therefore, when assigning projects or tasks, save the risky ones for other people.
These people often don't like to be the center of attention, so it may be best to
praise them in private.

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Power
Those with a high need for power work best when they're in charge. They do well
with goal-oriented projects or tasks because they enjoy competition.
They may also be very effective in negotiations, or in situations where another
party must be convinced of an idea.
When providing feedback, be direct with these team members. Keep them
motivated by helping them further their career goals.

Action:
Choose three people who you’ve worked with. Based on their behavior and
achievements, write down what you think their dominant driver is in the
table below. Then, using the approaches listed above, write down how you
could have motivated them more effectively.

Team Member Dominant Motivator Motivational Strategies/Approaches

Action:
Based on what you know already about your team members’ dominant
motivators, identify specific actions that you can take to motivate them
more effectively. Write these below.

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2.8.  Concluding This Module
In this module, we’ve examined some of the most important motivation theories,
and we’ve looked at specific strategies that you can use to apply each one with
your team.
In the next module, we’ll pull this together into a Motivational Action Plan that you
can use to start building a more motivating environment.

Action:
As you’ve worked through this module, you’ve been writing down the
actions that you could take to motivate your team more effectively.
Now, go back through your answers to the exercises at the end of each
section, and list all of the actions you identified in the box below. Make sure
that one of these actions is to speak to team members about what motivates
(and de-motivates) them.
Then work through your list and delete any duplicate actions, if appropriate.

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3.  Your Motivational Action Plan
Creating a Motivating Work Environment

I
n the previous module, we looked at the key theories behind motivation.
Among other factors, we’ve highlighted why it’s important to treat people Tip:
fairly, why it’s important to provide a good working environment, and why
it’s important to recognize achievement and help people grow in their roles. If you don’t currently
However, getting this right is no simple task! use a To-Do List or
Action Program
We’ve also seen that both the psychology of motivation and the history of to organize your
motivational ideas are quite complex and varied. This makes it challenging to time, we strongly
bring them all together. recommend that you
Despite this, you’re unlikely to create a motivating environment by applying just start now!
one theory or just one approach – as we saw in the first module, different people, in To-Do Lists are great
different situations, and in different cultures think and behave in different ways. All of starting points for
the theories that we’ve looked at can help you boost your people’s motivation, if your self-organization.
apply them appropriately. Action Programs
The good news is that this final module of the workbook helps you prioritize are exceptionally
the actions that you’ve identified, so that you can use them to start making a effective when
difference to your team’s motivation, right away. your To-Do Lists
get overwhelmed.

3.1.  Creating Your Motivational Action Plan

You likely have a long list of actions to work on. So the next stage is to prioritize
these, based on the effort needed to complete them, and the impact that they’ll
have on your team’s motivation.

Action:
To do this, list all actions you identified at the end of the previous module
on the Action Priority Worksheet on page 35. Then rate each action on its
potential positive impact on motivation (1 = small impact, 5 = big impact)
and by how easy it is to implement (1 = hard, 5 = easy).
Next, score each action by multiplying the impact rating with the ease of
implementation rating. Then, rank each action based on its final score.
Then, add these to your To-Do List or Action Program, to make sure that they
actually happen.
Finally, carry out these actions, and watch your team’s levels of motivation –
and productivity – soar!

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3.2.  Speaking to Team Members
One of your most important actions over the next few weeks will be to meet with
members of your team.
This is an important task: if you don’t make a point of listening to people within
your team, you can miss huge opportunities, both for removing de-motivators
and for motivating them better.
For instance, team members may be upset by tiny points of bureaucracy that
you’re not aware of, or there may be further simple actions that you could take that
would have a huge impact on people’s morale.

Questions to Ask
When you do this, ask questions that will help you learn more about people’s
individual goals and their views in terms of their job. (For large groups, consider
distributing a questionnaire that asks these questions in the simplest, most direct
way possible.)
Keep in mind that achievement, recognition, growth, meaningful work, equity
and camaraderie are likely to be high on most people’s list. This, of course, is aside
from the obvious, which is that employees must have a safe working environment,
a practical workload, comfortable working conditions, a reasonable degree of job
security, satisfactory compensation and benefits, respectful treatment, credible
and consistent management, and the opportunity to voice their concerns, if you’re
to achieve even minimal motivation.
As we’ve seen in the previous module, these are the basics, and you should
consider things like this not so much as motivational factors, but as necessities.
You should also ask team members if they feel challenged at work, and if they feel
that they’re able to use their skills and apply their knowledge.
Questions to consider might include:
• Do you have the opportunity to expand your knowledge, and learn
new skills?
• Do you perceive your job to be important?
• Do you receive recognition for your performance?
• Are you proud to work for the company and proud of your
individual contribution?
• Do you have the training, support, and resources to do a good job?

Better Relationships
As well as this, strive to learn more about people’s relationships within the
workplace, and do your best to ensure that your employees have consistently
positive interactions with you, as well as with other members of the team.
By having regular one-to-one chats with team members, you can quickly pick
up and resolve issues before they become significant. You can also take the
opportunity to praise them.

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Remember, your goal here is to learn what will build higher morale, generate
enthusiasm, and increase productivity.

Action:
Over the next two weeks, schedule a time to talk to each of your team
members and determine what motivates him or her.
As you have your conversations, revisit your Action Priority Worksheet and
Motivational Action Plan, and update these if required.

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4.  Moving On

I
hope you’ve found this workbook useful!
Enjoy using what you’ve learned, and keep working on the skills and knowledge
that you’ll need to motivate your team members in the days, months, and
years ahead.
Remember, motivation isn’t something you develop a one-time formula for. It’s a
continuous process of discovery, and of trial and error. In the end your success will
depend on how committed you are to the process. When you make the effort to
provide a motivating work environment, everyone wins!
As a final point, we’ve put a great deal of effort into developing this workbook and
our other material. If you have any suggestions on how we can improve it for the
future, then please let us know at customer.helpdesk@mindtools.com.
Best wishes, and thank you!

James Manktelow
CEO
MindTools.com
Essential skills for an excellent career!

Motivate Your Team | Mind Tools 34

Action Priority Worksheet
Action Impact Ease of Ranking
(1 = small impact, Implementation
5 = big impact) (1 = hard, 5 = easy)

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