MOTIVATION
MOTIVATION
TOPIC 13
TOPIC 13
APPEALING TO INDIVIDUAL
APPEALING TO INDIVIDUAL
MOTIVES
MOTIVES
Study questions
Study questions

Each Individual’s Work Motives are unique
Each Individual’s Work Motives are unique

Personality and Motivation
Personality and Motivation

Incentive Profile
Incentive Profile

Negotiating Individual Incentives
Negotiating Individual Incentives
Each Individual’s
Each Individual’s
Work Motives are unique
Work Motives are unique

In Wendy’s restaurant, the fastest register operator
In Wendy’s restaurant, the fastest register operator
gets to wear a big goal crown.
gets to wear a big goal crown.


Consequently, all register operators are and quick to
Consequently, all register operators are and quick to
help.
help.

So Wearing a big gold crown is an effective incentive
So Wearing a big gold crown is an effective incentive
in this restaurant to motivate people to perform well.
in this restaurant to motivate people to perform well.

But it doesn’t work for other individuals because
But it doesn’t work for other individuals because
wearing crown all day is very uncomfortable.
wearing crown all day is very uncomfortable.

Make sure you get good match between incentives
Make sure you get good match between incentives
and individual preferences
and individual preferences
Personality and Motivation
Personality and Motivation

Personality is partially inborn (bẩm sinh) and partially the
Personality is partially inborn (bẩm sinh) and partially the
result of experience.
result of experience.

It can and does change over time.
It can and does change over time.


An graduate that enters the workforce often focuses on gaining
An graduate that enters the workforce often focuses on gaining
experience, forming relationship and building career.
experience, forming relationship and building career.

He/she may pay attention on mortgage later when raising
He/she may pay attention on mortgage later when raising
children.
children.
Personality and Motivation
Personality and Motivation

As a manager, you must make sure
As a manager, you must make sure

Your employees’ personalities match to their level
Your employees’ personalities match to their level
of competence.
of competence.

Their opportunities match to the rewards.
Their opportunities match to the rewards.

Manager may ask them directly or use incentive profile
Manager may ask them directly or use incentive profile

Exercise 10-2 to know what are your strongest work motives.
Exercise 10-2 to know what are your strongest work motives.
Understanding the fifteen Work

Understanding the fifteen Work
Motives
Motives

Affiliation:
Affiliation:

is a feeling of being a part of the group
is a feeling of being a part of the group
where you work.
where you work.

Employees whose affiliation is important
Employees whose affiliation is important
will take pride to represent their
will take pride to represent their
organization in public eye.
organization in public eye.
Understanding the fifteen Work
Understanding the fifteen Work
Motives
Motives

Self- expression:
Self- expression:

An urge (sự thúc đẩy mạnh mẽ) to express yourself
An urge (sự thúc đẩy mạnh mẽ) to express yourself
through your work and often related to creativity.
through your work and often related to creativity.


People who have self expression prefer individual
People who have self expression prefer individual
to group opportunities.
to group opportunities.

They are happy with assignment given with
They are happy with assignment given with
freedom to do by their way.
freedom to do by their way.

They like new ideas and want their roles defined.
They like new ideas and want their roles defined.
Understanding the fifteen Work
Understanding the fifteen Work
Motives
Motives

Achievement:
Achievement:

The drive to accomplish (thực hiện) personal goals
The drive to accomplish (thực hiện) personal goals
excellently through their work.
excellently through their work.

These people like challenging work and like to be
These people like challenging work and like to be
recognized for their significant achievement.
recognized for their significant achievement.


Security:
Security:

The need for stability and uncertainty
The need for stability and uncertainty

These people avoid unexpected changes and motivated by
These people avoid unexpected changes and motivated by
clear rules and supportive management.
clear rules and supportive management.

They are appreciated for a reward of the length of service.
They are appreciated for a reward of the length of service.
Understanding the fifteen Work
Understanding the fifteen Work
Motives
Motives

Career growth:
Career growth:

The need to develop career
The need to develop career

These people are motivated by learning
These people are motivated by learning
opportunities, stretch assignment, training and
opportunities, stretch assignment, training and
anything else to contribute their career.

anything else to contribute their career.

Excitement:
Excitement:

To seek new experience and enjoy life.
To seek new experience and enjoy life.

These people should be assigned in variety of
These people should be assigned in variety of
work, to travel and see different people.
work, to travel and see different people.
Understanding the fifteen Work
Understanding the fifteen Work
Motives
Motives

Status:
Status:

The desire to improve someone’s standing through
The desire to improve someone’s standing through
accomplishment.
accomplishment.

A public reward is a great motivation for them.
A public reward is a great motivation for them.

These people specially pay attention on office side
These people specially pay attention on office side

and location.
and location.

An unimportant assignment may hurt their
An unimportant assignment may hurt their
motivation. Make sure they recognize their work is
motivation. Make sure they recognize their work is
significant.
significant.
Understanding the fifteen Work
Understanding the fifteen Work
Motives
Motives

Purpose:
Purpose:

The need of meaningful jobs for individual and
The need of meaningful jobs for individual and
organization.
organization.

They should clearly aware why their assignment is
They should clearly aware why their assignment is
important.
important.

Competition:
Competition:


Spirit of leading people to excel to others. They
Spirit of leading people to excel to others. They
enjoy the chances to compete peers.
enjoy the chances to compete peers.

A prize rewarded to the person who does the best
A prize rewarded to the person who does the best
will always appeal to them
will always appeal to them
Understanding the fifteen Work
Understanding the fifteen Work
Motives
Motives

Recognition:
Recognition:

Need for positive feedback
Need for positive feedback

Public thank you and formal recognition and
Public thank you and formal recognition and
reward
reward

Consideration:
Consideration:

A kindness toward others in workplace.
A kindness toward others in workplace.


Make sure you give a point for being friendly,
Make sure you give a point for being friendly,
thoughtful.
thoughtful.
Understanding the fifteen Work
Understanding the fifteen Work
Motives
Motives

Autonomy:
Autonomy:

Strong need for controlling their working lives.
Strong need for controlling their working lives.

These persons want more options or choices.
These persons want more options or choices.

Rewards:
Rewards:

Wish to receive things of value. For them, it id
Wish to receive things of value. For them, it id
important to win in higher paying positions, or
important to win in higher paying positions, or
cash rewards.
cash rewards.
Understanding the fifteen Work
Understanding the fifteen Work

Motives
Motives

Responsibility:
Responsibility:

Important for person who want to play an increasingly
Important for person who want to play an increasingly
responsible and significant role in workplace.
responsible and significant role in workplace.

They must play leadership and make sure to recognize
They must play leadership and make sure to recognize
them when they take initiative in solving problems.
them when they take initiative in solving problems.

Personal needs:
Personal needs:

Need for flexible schedule to deal of day care of sick
Need for flexible schedule to deal of day care of sick
parent.
parent.

These persons will be very loyal if they are satisfied
These persons will be very loyal if they are satisfied
this need.
this need.
Negotiating Individual Incentives
Negotiating Individual Incentives


Do your scores on the on the Incentive Profile reflect your
Do your scores on the on the Incentive Profile reflect your
priorities accurately?
priorities accurately?

If employees find the motives different from the
If employees find the motives different from the
result, you can work with them to find the top
result, you can work with them to find the top
motivators.
motivators.

Don’t get into argument.
Don’t get into argument.
Negotiating Individual Incentives
Negotiating Individual Incentives

What are the most motivational aspects of your current job?
What are the most motivational aspects of your current job?

Try to discover the top priority or what is good in
Try to discover the top priority or what is good in
current work. The most likely to hurt your
current work. The most likely to hurt your
motivation?
motivation?

What things are t he most likely to hurt your motivation?
What things are t he most likely to hurt your motivation?


Make sure there are no de-motivator in employee’s
Make sure there are no de-motivator in employee’s
current situation
current situation
Negotiating Individual Incentives
Negotiating Individual Incentives

Are there any things you’d like to change that would help you
Are there any things you’d like to change that would help you
do a better job?
do a better job?

What things could I do differently to help you do a better job
What things could I do differently to help you do a better job