MOTIVATION
Topic 4: Attacking
the De- motivators
MIB.Tran Thi Ai VY
Faculty of Commerce and Economics
Hoa Sen University

Study Questions

What is the De-motivators?

Types of The De-motivators?

Fighting the De- motivators?

Hire the best

Retain the best

Honest Feedback

Build employee’s confident

What are the De-motivators?

The factors that decrease spirit of motivation are called the de-
motivators.

The top two de-motivators leading to job dissatisfaction were
unfair company policies and administration and poor supervision.


They can be events, management decisions, disappointments, a
lack of praise and rewards, and so on.

Types of The De-motivators?

A De-motivating Experience
(Sara’s loving of art in the class with Ms. Cumming
on seventh grade and up setting with The head of art
department by little regarding to Sara’s love of art)

The Decline and Death of Motivation on the job
Concentrate on assessment people and lose the
sight of their effort. It may completely cut off
opportunities for improvement.

Performance Review can be De- motivating
•
Simply grade employees’ performance.
•
Focus on pay raise rather than employee’s abilities.
•
One way lecture

Fighting the De- motivators?

Hiring the best

Retain the best


Give employees honest feedback

Build employees’ confidence

Hire the best

A poor performance on hiring (wrong
people and wrong jobs) can hurt
organization, the new hire, the other
employees.

Hire the best can prevent de-motivating.

Hire the best
“Hire for attitude, train for skills”

Know what you need by job description.

Initial screen candidates thoroughly

Develop interviewing techniques

Ask probing questions to discover positive
attitude, high energy, trustworthy, good
character, responsibility without making
excuses, desire of learning, team spirit,
good track record, and accepting change.

Invite a few employees to participate in
interview process to get second opinions.


Hire the best
“Hire for attitude, train for skills”

Clarify your expectations

Don’t oversell (quá đề cao) the
organization (compensation, benefits or
career opportunities)

Make employees a sense of history and
community of company environment by
introducing them the office culture
immediately. It makes them feel important
and necessary to the company's success.

Check references
Check references

Hire the best
“Hire for attitude, train for skills”

Here are some ways of attracting talents
by the world companies.

Rosenblith International seek “niceness”
from candidates by playing trial game of
softball to discover candidate’s manner,
team spirit, and rapport (sự hòa hợp)


Hire the best

Federal Express assesses candidate’s
leadership (decision making ability,
flexibility) by requiring them to deliver a
5 minute speech on some aspects on
business.

Retain the best
(Hiring the best people is one thing, retain them is another
thing)
Creating an environment where your
employees feel right

Discover why employees stay or what they
are excited.

Distribution of work

Acknowledge effort.

Team outing

Communication

Discover why employees stay or
what they are excited?
•
By observation or Questions:
•

What are your career goals for
future?
•
What kind of work do you like or
dislike doing?
•
How can I help you?
•
What is important to you?
•
What do you consider a reward?

Discover why employees stay or
what they are excited?
•
Ex: A medical product company at
Medtronic discovered their employees
motivated by the sense of helping
people.
•
“To alleviate (giảm) pain, restore health,
and extend life”
•
Invite patients to an annual holiday party
to express how Medtronic people helped
save their lives (Approach of purpose)

Distribution of work

Who will be the best suited ?


Who has indicated an interest in this
type of work?

Who would grow most from this
assignment?

Distribution of work
(Employee can not promoted every year but he/she can be given new
responsibility within the position.)

There are several types of task:
•
Being assigned a project
•
To team work
•
Increased responsibility
•
Heading up a team work
•
Doing research
•
Managing supplier or vendor
•
Running a meeting
•
Coaching an employee
•
Representing the company at a function

•
Giving a presentation.

Acknowledge effort.
•
Giving a verbal compliment
•
Sending a handwritten note
•
Email
•
Small gift
•
Public acknowledge
•
Giving bonus time
•
Cash bonuses
•
Awarding a certificate
•
Leave a voice mail

Acknowledge effort.

Make it even (công bằng)

Give out awards and avoid (1) It is not
perceived as deserved, (2) the same
person get award all the time (3) other

people who work hard are not
acknowledged

Avoid over acknowledgement

Practice honesty

By Acknowledge effort.

Ex: Mary Kay Ash (The owner of
Cosmetic Co.) recognized their
employees work hard by recognition and
praise.

Highest performers was given by nice
material incentives such as pink
Cadillacs (nhãn hiệu một loại xe), pearl
necklaces or diamond jewelry. She spent
times to write notes for appreciation.

By Acknowledge effort.

At College Nannies and Tutors, Dave Culp, the
satisfaction of employees is watching children
develop and grow. it's a fun place to work.

According to Erin Strain, director of business
Sometimes they close the office an hour early to
enjoy the sunshine or an early start to the
weekend, organize team-building offsite

adventures or treat the team to local professional
sporting events, concerts.

On special occasions, celebrations, we celebrate
with something special like fresh fruit salad or a
favorite lunch.

Team outing
(kỳ nghỉ)

Benefits
•
Employees feel appreciated.
If their families are invited they fell
appreciated as well.
•
Opportunities for people know each
other on different level. Creating good
connection.
•
Fun

Team outing
(kỳ nghỉ)

Some aspects manager should consider
•
What are the objectives of the outing?
•
Employee only or their families?

•
Possible dates?
•
Budge?
•
Who should be assigned to work on the
details?
•
What kind of activities?

Team outing

The outing may be destroyed if manager
do not consider these following
problems:
•
Always check
•
Watch the alcohol
•
Don’t force them to attend
•
Keep it business light
•
Respect other belief systems

Communication

The most effective tool for management.


Increase trust

Employee feel more valued

Problems soon resolved

Employee fell more motivated

Increase productivity and decrease
confusion

Honest feedback

Honest feedback is a gift but it is one of
the most difficult communication skills.

Be sensitive to the reactions

Talk about what you’ve observed,
without making assumption about the
thoughts or feeling

Focus on problems, not on personal
issues.

Honest feedback

Feedback given in private place, never
in front of others


Provide appreciation and effort before
accurate feedback.

Respect and avoid pointing out finger

Focus on improvement