CHANGING AND COMMUNICATING FOR EMPLOYEE ENGAGEMENT
Motivated people empower an organization. However, the focus on “motivating” employees is often one-dimensional. This makes it important to understand the different forms of motivation and how they contribute to motivation in the workplace.
Intrinsic motivation occurs when the work itself is experienced as appealing. Extrinsic motivation is when the work is seen as a means to an end, a prerequisite for receiving a reward or avoiding a punishment.
In the last thirty years, not a single controlled scientific study has shown a long-term improvement in the quality of work as a result of any extrinsic reward system. Yet managers are still being encouraged to “motivate” employees with praise and other rewards. This research information can help managers to make adjustments to their own approach and to their unit’s workplace to develop an intrinsically rewarding workplace.
- The key criteria that create engagement on the job
- The crucial differences between what managers and employees value
- The workplace conditions that promote engagement and productivity
- The reasons why almost all financial incentives fail
o How reward systems disrupt the intrinsic satisfaction of a job well done
o How to problem-solve to consistently incorporate the key criteria for creating engagement
o How to make maintenance activities more interesting
o How to use the RAP process to take the sting out of performance appraisal
o How to lead an employee from boredom or apathy to engagement and productivity
o How to turn the challenge of change into the path of least resistance
o How to create a workplace where people are able and willing to do their best
This workshop will provide clarity in what helps and what hinders intrinsic motivation, as well as excellent tools and techniques for effective action.
WHO WILL BENEFIT
Managers and supervisors and those with key contributor responsibilities;
Communications advisors with employee communications responsibilities