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Q3 //
JUL
2014
Top Concepts
Theories in Practice
Freebies
Wallpaper
Designs
+
Quotes
job
seeker
inspiration
12 Essential Tips
for optimum motivation
Motivation
lphr.co
lphr guide
About Motivation
Understanding Concepts
Theories in Practice
Hierarchy of Needs
[1954]
Maslow at Work
Operant Conditioning [1957]
Motivation-Hygiene [1959]
Theory X, Theory Y [1960]
Acquired Needs [1961]
Equity Needs [1963]
Expectancy [1964]
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This week you can read about
Twelve ways to maximize motivation
Motivation for Job Seekers
FREEBIES: Motivational Wallpapers
Definition: Motivation
LPHR Connect
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Q3
JUL
2014
5
MOTI VATION
MOTIVATION CUTS
ACROSS ALL SIX
FUNCTIONAL AREAS.
MOTIVATION, FOR
INSTANCE, IS OFTEN
ASSOCIATED WITH WHY
- AND HOW - EMPLOYEES
OR PEOPLE LEARN. ITS
ALSO HIGHLY RELEVANT,
HOWEVER, TO HOW
EMPLOYEES PERCEIVE
AND VALUE SALARIES,
WAGES, AND BENEFITS,
AND TO ESTABLISHING
AND SUSTAINING
POSITIVE RELATIONSHIPS
IN THE WORKPLACE.
Motivation is literally the desire
to do things. Its the difference
between waking up before dawn
to pound the pavement and lazing
around the house all day. Its the
crucial element in setting and
attaining goals - and research shows
you can inuence your own levels
of motivation and self-control. So,
gure out what you want. Power
through the pain. Start being who
you want to be. Start creating the
environment you want to lead.
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Understanding
Motivation
Concepts and
Applications
is one of the
core areas of
knowledge for
any Human
Resource
Professional.
Motivation theory directly
impacts employee performance
in the workplace. As such,
HR Professionals need a
keen understanding of the
various motivation theories to
incorporate them - in a practical
sense - into their initiatives
and into their consulting
relationships with managers and
leaders across the organization.
Some of the key theories in
which HR Professionals must be
well versed are the following:
Maslows Hierarchy of Needs
B.F. Skinner Operant
Conditioning
Frederick Herzberg
Motivation-Hygiene Theory
Douglas McGregor Theory X
and Theory Y
David McClelland Acquired
Needs Theory
J. Stacy Adams Equity Theory
Victor Vroom Expectancy
Theory
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Applied Learning
Motivational
Theories in
Practice
incorporate
these theories
into programs
+ practices to
support success
HR PROFESSIONALS AND LEADERS
IN ORGANIZATIONS INCORPORATE
THESE THEORIES INTO PROGRAMS AND
PRACTICES THAT CONTRIBUTE TO THE
OVERALL SUCCESS OF THEIR EMPLOYEE
RETENTION + SUCCESSION PLANNING.
These practices include Total Rewards Programs
(Recognition Programs), Methods of Learning/
Education, Training + Development Initiatives,
Performance Management Systems, Compensation
+ Benefits, Certification Programs, Coaching +
Mentorship Programs, etc.
Maslows Hierarchy of
Needs [1954]
Maslows theory presents five levels of needs
experienced by humans. People move into
higher levels of need as lower levels of need
are sufficiently satisfied. Those levels, from
most fundamental to most evolved, are:
Basic physical needs: Includes food, water,
shelter, acceptable working conditions, and
other fundamental, foundational needs.
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Safety and security: Speaks to the need
to live and work in an environment that feels
- and is - safe.
Belonging and love: In the workplace,
this need can manifest itself through
membership in a department, a profession,
a division, clubs, affinity groups, or simply
through friendships and relationships.
Esteem: Manifests in two dimensions
- self and others. Self-esteem refers to
valuing ones own self, personally and/or
professionally. Esteem from others relates
to receiving recognition and approval from
others.
Self-actualization: Individuals want to,
and strive to, reach their full potential. Self-
actualization is, very often, its own reward.
Maslow at Work
HR Professionals need to look for creative
ways to address the motivational needs
identified by Maslow - even though employees
may not be fully aware of them.
Addressing needs doesnt mean trying
to move everyone to the next level. It is
important not to impose expectations on
employees that they do not want to embrace.
It is equally important to afford workplace-
appropriate opportunities for those who do.
On that note, be sure to keep all applications
of Maslows theory firmly grounded in the
workplace. Link it clearly and unambiguously
to performance - of the organization, the
department, and the individual. Always
maintain your focus on the organizations
goals, and always be prepared to articulate
job-related reasons for motivation-based
initiatives.
Last, as you focus on creating opportunities
that enable employees to move to higher-
level needs, dont lose track of whether and
how well employees lower level needs are
being met. A compensation system, for
instance, that allows employees to meet their
basic physical needs at one point in time may
eventually become problematic and fall well
below what labor market competitors are
paying. How can this happen? Try taking
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MOTIVATIONAL THEORIES...
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your eye off the balls, even for a short period of time, of
range movement, merit budgets, and the like, and watch
what happens.
B.F. Skinner, Operant
Conditioning [1957]
B.F. Skinners theory of operant conditioning assumes
that the ways people chose to behave in the future are
a function of the consequences that have resulted from
their past behavior. Skinner identifies four types of
consequences:
Positive reinforcement
(praise): Demonstrating
desired behavior results
in a desirable outcome or
consequence. This may
encourage individuals to
choose to engage in desired
behaviors again. As an example,
a customer service supervisor
observes a customer service
representative skillfully
resolve a complaint from an
irate customer, and praises
that person for successfully
defusing a potentially volatile
situation.
Negative reinforcement:
When an individual believes that
specifc behaviors will result in
a specifc undesirable outcome
or consequence, he or she may
choose to demonstrate more
desirable behaviors, instead.
In this way, the individual will
behave in a way that prevents
that undesirable consequence
from happening.
As an example, an employee
chooses to use his or her
own personal email address
and computer - rather than
the companys email system
- for jokes and/or other
correspondence that could
potentially be viewed as
inappropriate for the workplace.

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Punishment: Demonstrating
undesirable behavior results in an
undesirable outcome or consequence.
This may encourage the individual to
choose not to engage in that undesirable
behavior again.
As an example, and employee who
continues to answer incoming personal
cell phone calls during a training session,
even after being asked to stop, is asked
to leave the training session and is not
permitted to register for a make-up
program for at least three months.
Extinction: An individuals behavior -
whether desired or undesired - elicits no
outcomes or consequences at all. The indi
vidual may choose not to demonstrate that
behavior again. As an example, an employee
persists in trying to engage co-workers in
counterproductive conversations about
other co-workers (that is, gossip). If the
coworkers do not join in, the employee
might choose not to initiate these sorts of
(undesired) conversations in the future.
Frederick
Herzberg,
Motivation-
Hygiene Theory
[1959]
Herzberg identified two separate
and distinct types of needs:
Motivation factors: Related
specifically to the job itself - for
instance, the nature of the work,
the challenge inherent to the
work, and/or the perceived or
real value of the work.
Hygiene factors: Related
to everything else an employee
might experience in the workplace
- everything associated with the
work, but not the work itself.
This includes - but is not limited
to - pay, benefits, nature of
supervision, relationships with
co-workers and so forth.
Dubbed as The Father of
Job Enrichment, Herzberg
distinguished between factors
that can generate positive feelings
about the work (the motivation
factors) and the factors that can
result in negative feelings about
the work (hygiene factors).
So, although unacceptable
motivation factors wont cause an
employee to be unhappy at work,
unacceptable hygiene factors
could. Conversely, acceptable or
positive motivation factors will
cause an employee to be happy at
work, but acceptable or positive
hygiene factors wont. However,
motivation factors will have a
positive impact on an employees
motivation level if, and only if,
hygiene factors are acceptable.
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ACCESORI ES
HERZBERGS THEORY CHALLENGED EMPLOYERS,
BUSINESS LEADERS + HUMAN RESOURCE
DEPARTMENTS TO LOOK AT EMPLOYEES
SATISFACTION AT WORK IN A COMPLETELY NEW
AND DIFFERENT WAY.
No longer was job satisfaction viewed as existing along a
single continuum. Herzberg transformation-ally defned it
as a function of two related, but wholly different,factors -
both of which warranted attention.
Douglas McGregor, Theory X,
Theory Y [1960]
Building on Maslows work, Theory X and Theory Y refers
to two approaches to management:
Theory X Managers manage in accordance
with the general belief that employees are uncommitted,
uninterested, hesitant to assume any additional
responsibility, and essentially lazy.
Theory Y Managers manage in accordance with
the general belief that employees will take on - and even
look for - additional work if the employee perceives that
the work is satisfying and rewarding.
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Motivation @ Work
McClelland, Acquired Needs [1961]
McClellands theory identified and focused on one particular need -
achievement. According to McClelland, achievement is not a universal
motivator for everyone, and the degree of need varies from individual to
individual. Individuals who experience - or, perhaps more appropriately,
possess - the need for achievement are neither risk averse nor risk
embracing. More frequently, they take a middle-of-the-road approach when
it comes to risk - calculated, and conscious.
Those motivated by the need for achievement, therefore, will assume an
acceptable and tolerable level of risk that allows the opportunity for upside
potential, confident all the while that their skills, abilities, and contributions
will have the greatest impact in determining the outcome of a situation.
Interestingly, individuals with a higher achievement need are less concerned
with the rewards of achievement than they are with the actual attainment of
that achievement.
With respect to performance management, individuals who have a high
need for achievement may gravitate toward stretch goals. They would also
be more likely to focus on the goals portion of a performance management
system or form than the competencies portion.
Adams, Equity Needs [1963]
Equity Theory, as the name implies, is predicated on the
assumption that people want to be treated fairly, particularly
when compared to how others around them are treated. It also
purports that such comparisons will be made frequently.
In the context of employment, equity theory asserts that
employees will compare their inputs (everything they bring
to the job and invest in the job) and outputs (how they are
rewarded - both intrinsically and extrinsically - for what they
invest in the job) to others inputs and outputs. If employees
come away from this process with the feeling as though they
are being treated fairly in comparison to others, they will
continue to put forth effort.
Conversely, employees who come away from this process with
the belief that they are being treated unfairly will seek to make
a change. That change might include trying to change their
own inputs, trying to change their own outputs, or trying to
change the inputs or outputs of others. Any of these options
could manifest themselves in either productive or unproductive
ways. And, of course, that same employee could quit - the
most dramatic way that an employee can change inputs.
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Vroom, Expectancy [1964]
Vrooms expectancy theory is all about weighing
options and making choices. It asserts, in essence, that
people will put forth effort when they believe that such
effort will result in an outcome, and that that outcome
is worthwhile. This theory is composed of three key
elements and resulting questions that individuals (in
this case, employees) ask themselves:
Expectancy: How likely is it that Ill be able to
attain a particular goal (in this case, a certain level of
performance) if I put forth the required effort?
Instrumentality: Assuming that I do attain this level
of performance, how likely it is that Ill be recognized or
rewarded in some way?
Valence: Assuming that I am recognized or rewarded,
what is that recognition or reward really worth to me?
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A life journal is a document that contains your life
goals, aspirations and dreams. What makes it diferent
from a vision board is that it contains the steps youre
going to take to reach your dreams.
Find your peak hours and take advantage of them. Some
articles would tell you to wake up early but what if
youre actually a night owl? Instead of conforming to
common rules, personalize your own productivity and
maximize your motivation by knowing which time of day
works best for you.
Start each day with a powerful phrase. Dont live your life away
live it with purpose by living according to your powerful
phrase. It has to be something emotional, something urgent and
something that can instantly make you want to get up when
you hear it.
Take a bath. The way you handle yourself dictates the
way you handle the rest of your day. If you cant be both-
ered to shower, what makes you think that you can be
bothered to pursue your life dreams?
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Learn to organize energy, not time. Time organization
is limited you cant organize time because you cant
handle the way its distributed all throughout the day,
right? You handle your own energy, so allocating it to
specic tasks is much more manageable.
Remember that taking a break is essential. You cant do
something for ve hours straight! You have to plan for
breaks so that your motivation level isnt easily depleted.
Try taking ten-minute breaks for every hour of work.
Cut your tasks into small pieces. Its easy to use up all your
motivation if youre thinking about huge and seemingly
impossible tasks. Instead of being overwhelmed, get pumped up
by distributing your tasks in small pieces. Its also easier to feel
more fullled if youre able to do them one by one without fail.
Get started with one. Get rid of worrying! If youre
thinking about it, its important that you get started in
doing it. Start with the rst step. Prety soon, youll be
motivated to continue.
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Read motivational books every week. Your
motivation needs to be on overdrive dont let it get
depleted. Self-help books give you that much-needed
boost to get you back on track with your life goals.
Have an accomplishment journal. Every week, write
down one thing that makes you feel fullled, excited and
inspired. It could be something simple, like answering
a really long email, or it could be something great, like
being invited to talk to a seminar. Write what maters to
you.
Listen to inspirational talks at least once a week. You can
do this while doing tasks that dont need too much of your
concentration. Play them while sorting through your mail,
paying your bills or cleaning your ofce.
Move. A lot! Maximize your motivation by maximizing
your bodys supply of happy hormones. A simple run
around your neighborhood or a basic exercise routine at
your home can do wonders for your motivation.
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MOTI VATI ONAL
WORDS
A LITTLE INSPIRATION AND MOTIVATION CAN
GO A LONG WAY IN THE DAUNTING JOB SEARCH
PROCESS.
HERE ARE 30 QUOTES TO GIVE YOU A JUMP
START.
Find out what you like doing best and get
someone to pay you for doing it.
Katherine Whitehorn
One important key to success is self-
confdence. An important key to self-
confdence is preparation.
Arthur Ashe
Success consists of going from failure to
failure without loss of enthusiasm.
Winston Churchill
Fall seven times, stand up eight.
Japanese proverb
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JOB SEARCH INSPIRATION
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Having a career coach or mentor to gude you every
step of the way when looking for a job is great. They
motivate us and keep our spirits up when we get
rejected for a job; and congratulate us when we snag
that interview or, even beter, land that dream job.
Unfortunately, this doesnt always happen so we
all need to look for motivation from other sources.
There are many great quotes from several famous
and not-so-famous people that can inspire us to be
the best that we can be in whatever we do. These
quotes can certainly pertain to us as we search
for a job. Its best to pick a select few, write them
down, and keep them close to you so that you have a
constant reminder of what you need to do. #Forbes
Never put of till tomorrow
what you can do today.
Thomas Jeferson
Those who do not learn from
history will repeat it.
George Santayana
The future belongs to those
who believe in the beauty of
their dreams.
Eleanor Roosevelt
You miss 100% of the shots
you dont take.
Wayne Gretzky
The defnition of insanity is
doing the same thing over and
over and expecting diferent
results.
Benjamin Franklin
Believe in yourself! Have
faith in your abilities! Without
a humble but reasonable
confdence in your own powers
you cannot be successful or
happy.
Norman Vincent Peale
People who are unable to
motivate themselves must be
content with mediocrity, no
matter how impressive their
other talents.
Andrew Carnegie
Big jobs usually go to the
men who prove their ability to
outgrow small ones.
Ralph Waldo Emerson
FIND MORE: Motvatonal Quotes For Job Seekers
htp://onforb.es/15d9ScJ
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New SEASONS ARE all about new
beginnings, a fresh start to get things
right and achieve our goals. But
sometimes we need something to motivate
and inspire us to move on and start anew.
Almost all of us, even inspirational and
motivational coaches, at any one point
in our lives get in a slump and needed
that spark to get us going. There are
many ways to get those positive changes
happening in our lives and one way is to
read and remind us everyday of those
uplifting messages or quotes that will
help us achieve amazing things. Here
youll find beautiful and meaningful
wallpapers with quotes to motivate,
inspire and spiritually uplift your spirit
to new heights everyday...
Wallpapers
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CLICK IMAGE TO DOWNLOAD
I THINK I CAN
I THINK I CAN
I THINK I CAN
I THINK I CAN
I KNEW I COULD
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Defne:
motivation
[moh-tuh-vey-shuh n] NOUN 1. The
act or instance of providing with a
reason to act in a certain way. 2.
The state or condition of motive,
inspiration, inducement, cause,
impetus, etc. something that ofers
incentive. 3. desire to do; interest or
drive. 4. the process that arouses,
sustains and regulates human or
animal behavior. 5. inner or social
stimulus for an action.
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gaps between people, data + processes.
LPHR.CO 2014
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