Motivation
Motivation
Topic 5
Topic 5
Creating Positive performance
Creating Positive performance
Environment
Environment
By MIB. Tran Thi Ai Vy
By MIB. Tran Thi Ai Vy
Faculty of Commerce and Economic
Faculty of Commerce and Economic
Hoa Sen University
Hoa Sen University


Study Questions
Study Questions
•
Avoiding De-motivational Management
Avoiding De-motivational Management
•
Emotional approach: Which Part are Your Employees on?
Emotional approach: Which Part are Your Employees on?
–
A Case in Point 1
A Case in Point 1
•
Fixing the Emotional Frame
Fixing the Emotional Frame
•

Check the mirror: How Your Behaviour drivers Their Attitudes?
Check the mirror: How Your Behaviour drivers Their Attitudes?
–
A case in Point 2
A case in Point 2
•
The Feelings Paradox
The Feelings Paradox
•
Managing the Factors You Do control
Managing the Factors You Do control
•
The Power of Interpersonal Behaviour
The Power of Interpersonal Behaviour
•
Other Influence.
Other Influence.
•
The Eyes of the Beholder
The Eyes of the Beholder
•
Conclusion
Conclusion
Avoiding De-motivational
Avoiding De-motivational
Management
Management


Here are some common actions which

Here are some common actions which
should not be done in workplace
should not be done in workplace
•
Raising voice
Raising voice
•
Threatening to withhold opportunities
Threatening to withhold opportunities
•
Warning
Warning
•
Micro management by providing lots of
Micro management by providing lots of
specific direction
specific direction
•
Negative feedback
Negative feedback
Avoiding De-motivational
Avoiding De-motivational
Management
Management
•
Taking work away
Taking work away
•
Giving duplicate assignment
Giving duplicate assignment

•
Putting the loudest, assertive (quyết đoán) and
Putting the loudest, assertive (quyết đoán) and
directive person in charge of a shift, team, or
directive person in charge of a shift, team, or
project to make it done.
project to make it done.
•
Causing employees stressed by questions when
Causing employees stressed by questions when
they can finish work
they can finish work
•
Poor interaction with employees unless work is
Poor interaction with employees unless work is
going wrong.
going wrong.
Emotional approach: which
Emotional approach: which
part are your employees on?
part are your employees on?
Emotional state
Negative positive
Stimulus
Open Response
Good performance
Resistant Response
Poor performance
•
Positive feeling brings us happiness, enthusiasm,

Positive feeling brings us happiness, enthusiasm,
confidence, pride, pleasure and view changes as
confidence, pride, pleasure and view changes as
opportunities.
opportunities.
•
Negative feeling cause us unhappiness, stress,
Negative feeling cause us unhappiness, stress,
anger, sorrow, depression and pessimism (bi
anger, sorrow, depression and pessimism (bi
quan) and resistant response.
quan) and resistant response.
•
So emotional state is one of the primary factors
So emotional state is one of the primary factors
which impact on good or poor performance
which impact on good or poor performance
.
.
Emotional approach: which
Emotional approach: which
part are your employees on?
part are your employees on?
A Case in Point 1
A Case in Point 1
•
Juania has good experience in other
Juania has good experience in other
stores
stores

•
But new employees did not cooperate with
But new employees did not cooperate with
Juania.
Juania.
•
All techniques of incentives that were
All techniques of incentives that were
effectively applied in other places do not
effectively applied in other places do not
work in this store.
work in this store.
•
They almost do not trust on manager’s
They almost do not trust on manager’s
leadership and have negative emotion and
leadership and have negative emotion and
resist opportunities of changes.
resist opportunities of changes.
•
So what should Juania do?
So what should Juania do?
Fixing the emotional frame
Fixing the emotional frame
•
Motional communication to approach
Motional communication to approach
positive, self- motivation
positive, self- motivation
•

Emotional intelligence:
Emotional intelligence:
–
Ability to recognize and manage how people
Ability to recognize and manage how people
are feeling in workplace.
are feeling in workplace.
–
To understand if employees have shifted to
To understand if employees have shifted to
intrinsic motivation, a survey 1-3 in chapter 1
intrinsic motivation, a survey 1-3 in chapter 1
should be done.
should be done.
Checking the Mirror: How your
Checking the Mirror: How your
behavior drivers their attitudes
behavior drivers their attitudes
•
Emotion is the key determinant for people’s
Emotion is the key determinant for people’s
productivity.
productivity.
•
But it can not be controlled because feeling is
But it can not be controlled because feeling is
personal problem.
personal problem.
•
What a manager can do in this situation is

What a manager can do in this situation is
provide an indirect influence by pictures or
provide an indirect influence by pictures or
posters or slogans that describe expectation of
posters or slogans that describe expectation of
positive, cooperative or motivated state from
positive, cooperative or motivated state from
employees.
employees.
A case in Point 2
A case in Point 2
•
Office is facing many problems such as
Office is facing many problems such as
salary, poor working condition, up setting
salary, poor working condition, up setting
feeling.
feeling.
•
Employees do not see a challenge as an
Employees do not see a challenge as an
opportunity.
opportunity.
•
Employees given opportunities to join in
Employees given opportunities to join in
the project may be motivated, excited or
the project may be motivated, excited or
irritated (phát cáu), resentful or resistant
irritated (phát cáu), resentful or resistant

The feeling paradox
The feeling paradox
•
Feeling of employees has powerful impact
Feeling of employees has powerful impact
on performance so manager need to
on performance so manager need to
manage their feeling.
manage their feeling.
•
On the other hand, feeling is personal
On the other hand, feeling is personal
problem so manager is not directly
problem so manager is not directly
responsible for it
responsible for it
Managing the Factors
Managing the Factors
You Do control
You Do control
•
Manager’s mood is strongly influenced on
Manager’s mood is strongly influenced on
people in workplace.
people in workplace.
–
If manager is feeling good, enthusiastic,
If manager is feeling good, enthusiastic,
he/she may create positive environment
he/she may create positive environment

–
Oppositely, if manager is tired, his/ her
Oppositely, if manager is tired, his/ her
negative feeling may do spread through
negative feeling may do spread through
employees in workplace.
employees in workplace.
•
Manager should control his/her feeling
Manager should control his/her feeling
The case of the good humor man
The case of the good humor man
•
Herb Kelleher - Founder of Southwest Airline was
Herb Kelleher - Founder of Southwest Airline was
described by CNN as “The clown (hài, hề) prince of
described by CNN as “The clown (hài, hề) prince of
CEOs” with good humor.
CEOs” with good humor.
•
He create a
He create a
corporate culture
corporate culture
by the attitude with
by the attitude with
wonderful sense humor that was impacted whole
wonderful sense humor that was impacted whole
organization.His employees have become famous in
organization.His employees have become famous in

making jokes in flights. They were singing in-flight
making jokes in flights. They were singing in-flight
announcements to the tune of popular theme songs.
announcements to the tune of popular theme songs.
Southwest is consistently named among the top five
Southwest is consistently named among the top five
Most Admired Corporations in America in
Most Admired Corporations in America in
Fortune
Fortune


magazine's annual poll.
magazine's annual poll.
•
They really create their flight funny.
They really create their flight funny.
•
Exercise 2-1 to find out yourself emotion.
Exercise 2-1 to find out yourself emotion.
The Power of Interpersonal
The Power of Interpersonal
Behaviour
Behaviour
•
Interpersonal behavior is the ways people
Interpersonal behavior is the ways people
interact with each other.
interact with each other.
•

Manager’s behavior is the way he/she acts
Manager’s behavior is the way he/she acts
around employees
around employees
–
Make employees’ opinions involved in problem
Make employees’ opinions involved in problem
solving.
solving.
–
Effort to invite their participation to seek their
Effort to invite their participation to seek their
valuable idea and create interest in their
valuable idea and create interest in their
work.
work.
The Power of Interpersonal
The Power of Interpersonal
Behaviour
Behaviour
•
In the case of Juanita, although her idea were
In the case of Juanita, although her idea were
properly very excellent, she did not invite
properly very excellent, she did not invite
employees who have experience in this store to
employees who have experience in this store to
involve in their plan.
involve in their plan.
•

It causes their feeling less exciting in.
It causes their feeling less exciting in.
•
The second case is also, manager did not
The second case is also, manager did not
conduct well in term of interpersonal
conduct well in term of interpersonal
communication before approaching the
communication before approaching the
assignment of new project.
assignment of new project.
•
He should make them clear current conditions
He should make them clear current conditions
and opportunities in the new project.
and opportunities in the new project.
Other influences
Other influences
•
The feeling and behavior of other employees.
The feeling and behavior of other employees.
–
If some employees are negative, unhelpful,
If some employees are negative, unhelpful,
uncommunicative, they can bring to negative impact
uncommunicative, they can bring to negative impact
to workplace and cause resistance in improvement
to workplace and cause resistance in improvement
process.
process.

–
After effort of balancing in feeling, behavior and good
After effort of balancing in feeling, behavior and good
interaction, manager should intervene (can thiệp) if
interaction, manager should intervene (can thiệp) if
negative things haven’t been removed.
negative things haven’t been removed.
•
Physical environment
Physical environment
The Eyes of beholder (khán giả)
The Eyes of beholder (khán giả)
•


Employees have their perception (sự
Employees have their perception (sự
nhận thức) of manager’s feeling, behavior,
nhận thức) of manager’s feeling, behavior,
peers, working environment and others.
peers, working environment and others.
•
But what manager feel may different with
But what manager feel may different with
what they feel.
what they feel.
•
Make sure you understand them and they
Make sure you understand them and they
understand you, too.

understand you, too.












Conclusions
Conclusions
•
Emotion plays important place in performance.
Emotion plays important place in performance.
Good emotion brings productivity and poor
Good emotion brings productivity and poor
performance may be caused by negative feeling.
performance may be caused by negative feeling.
•
Manager can not directly control employees’
Manager can not directly control employees’
feeling but he/ she can indirectly manage it by
feeling but he/ she can indirectly manage it by
other ways such keeping their mood good,
other ways such keeping their mood good,
controlling their behavior, applying the tool of

controlling their behavior, applying the tool of
interaction of communication, creating good
interaction of communication, creating good
working environment and keeping an eye of
working environment and keeping an eye of
beholder.
beholder.
References
References
1.
1.
Hiam, A. 2003.
Hiam, A. 2003.
Motivational management: inspiring
Motivational management: inspiring
your people for maximum
your people for maximum


performance.
performance.
USA:
USA:


AMACOM
AMACOM
2003
2003