Motivation and Engagement

©️ 2019 Happy Melly One BV  version 2.00  management30.com

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Energize People: People are the most important parts of

an organization and managers must do all they can to
keep people active, creative, and motivated.
Story
How do we motivate people?
How can we improve engagement?
When did you last
enjoy your work? And
why?
Business leaders and human resource
managers consider the “lack of employee
engagement” one of their top priorities.
But why do many workers not feel engaged?
Without motivation,
nothing would be
produced.
Firms exist to coordinate and
motivate people’s economic
activity.
- John Roberts, The Modern Firm
A motivated worker
is not necessarily
an engaged worker.
Technically, we cannot make people feel motivated or
engaged. But we can certainly set up the right conditions
that maximize the probability that it will happen (even though
success is never certain).
Managers are responsible for making engagement a
built-in property of the organization.
Is employee engagement about intrinsic or
extrinsic motivation?
Does an author write books because she loves the writing process? Or
because she loves the support and encouragement from readers?
Maybe a bit of both?
The CHAMPFROGS model
deals specifically with
motivation in the context of
work-life.
It consists of ten motivators that
are either intrinsic, extrinsic, or
a bit of both.
The CHAMPFROGS model is
influenced by several other
models of human motivation.
• Two-Factor Theory, Frederick Herzberg
• The Hierarchy of Needs, Abraham Maslow
• Theory of Self-Determination, Edward L. Deci
and Richard M. Ryan
• 16 Basic Desires Theory, Steven Reiss
Curiosity
The workers have plenty of
things to investigate and to
think about.
Honor
Workers feel proud that their
values are reflected in how
they work.
Acceptance
Colleagues approve of what
people do and who they are.
Mastery
The work challenges
people’s competence but it
is within their abilities.
Power
There’s enough room for
workers to influence what
happens around them.
Freedom
People are independent
of others with their work
and responsibilities.
Relatedness
People have good social
contacts with the others in
their work.
Order
Workers have enough
rules and policies for
a stable environment.
Goal
The people’s purpose in life
is reflected in the work that
they do.
Status
People have a good position
and are recognized by their
colleagues.
Managers must seek ways for
the CHAMPFROGS motivators
to become systemic properties of
the firm.
For example, laboratories and
research centers typically satisfy
people’s need for curiosity.
Which companies have
which motivators built
into their system?
What about your
organization?
Don’t waste your time trying to motivate
individual workers with an employee
engagement program.
Most so-called employee engagement
programs are misbegotten, unwieldy,
ineffective rolling caravans of impractical or
never-going-to-be-implemented PowerPoint
presentations.
- Les McKeown, “A Very Simple Reason Employee
Engagement Programs Don’t Work”
http://www.inc.com/les-mckeown/stop-employee-
engagement-and-address-the-real-problem-.html
The goal of an organization is to
engage people for productivity.
Use your time to understand how to
make the organization a system
that engages people.
Manage the system,
not the people.
Exercise:
Play Moving Motivators!
https://management30.com/product/moving-motivators/
Debrief
Suggested Reading List

Who Am I? – Steven Reiss http://bit.ly/1osd01T

Self-Determination Research – Ryan Deci http://bit.ly/1QVTaFC
Drive – Daniel H. Pink http://bit.ly/1OBZO1G
Motivation and Personality – Abraham Maslow http://bit.ly/1Rqbo49
The Motivation to Work – Frederick Herzberg http://bit.ly/1QVTqV2
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