One More Time: How Do You Motivate Employees - Frederick Herzberg

One More time: How do you Motivate Employees - Frederick
Herzberg
People are motivated through interesting work, challenges and increasing
responsibilities.
Motivating with a KITA: Kicking the person!
Some type of KITA:

1. Negative Physical KITA
Literal application of the term.
It is inelegant, and it may be perceived negatively, causing hostile feedback.
2. Negative Psychological KITA

It has advantages over negative physical KITA, as the cruelty is not visible.
Since it affects the psychologically, it reduces the changes of physical reaction from the
employee. It relates to the issue of power, bullying and self-esteem destruction. If the
employee were to tell on the person, they could always deny it, as there is no tangible
evidence of such abuse.
Both Negative KITA does not cause motivation, however it gets the results required to
complete a specific task.
3. Positive KITA
It is a system of rewards and incentives to get a task accomplished. Positive KITA is
NOT motivation either. The employer is no longer after your performance, but instead,
the employee himself is Kicking himself on the butt.
Positive KITA practices to attempt motivation:

 Reducing time at work
 Spiraling Wages
 Fringe Benefits
 Human Relation Training
 Sensitivity Training
 Communications
 Job Participation: Provide a sense of achievement
 Employee Counseling: Allow employees to express themselves with someone.
Hygiene vs. Motivators
In the job environment, removing factors dealing with extreme dissatisfaction, does not
lead to achieving satisfaction. (Ex. Removing un-happiness in life, does not mean you
are now happy). The opposite of job satisfaction is not job dissatisfaction.
Hygiene Factors
 Company Policy and administration

 Supervisión
 Interpersonal relationships
 working conditions
 salary
 status
 security
Motivators Factors:
 Achievement
 Recognition
 Work itself
 Responsibility
 Advancement
 Growth
The motivation-hygiene theory suggest that work be enriched to bring about effective
utilization of personnel.
Job enrichment provide the opportunity for the employee psychological growth, while job
enlargement merely makes a job structurally bigger.
Job Loading
employers often reduce the employee contribution, rather than giving them opportunities
of growth, this is called Horizontal Job Loading
Job loading only increase the meaninglessness of the job. the employers does not really
engage the employee on more meaningful activities
Horizontal Job loading: enlarge the amount of work by adding more meaningless
activities.
Vertical Job loading: Providing motivational factors
Principles of vertical Job Loading

Steps for Job Enrichment:
These are the steps for motivation to be properly implemented in the workplace.
1. Select jobs that do not require massive investments.
2. Select jobs where the attitudes are poor.
3. Maintaining hygiene factors are costly to maintain.
4. Choose jobs where motivation will make a positive contribution.
5. Brainstorm to create a list of factors that may enrich the jobs.
6. Expect first line supervisors to reject these changes.
The Manager’s Job: Folklore and Fact - Henry Mintzberg

Folklore: The manager is a reflective systematic planner.
Fact: Managers work at a fast pace. Their activities are characterized by brevity, variety
and discontinuity. They don't like reflective activities.
Folklore: The effective manager has no regular duties to perform.

Fact: Managerial work involves performing a number of regular duties, including
negotiations, and processing of soft information that links the organization with its
environment.
In small companies, managers might need to substitute an employee who is not

available. Also, they usually meet with important clients.
Folklore: The senior manager needs aggregated information, which a formal

management information system best provides.
Fact: Managers strongly favor verbal media, telephone calls and meetings, over
documents.
As managers do not write down much information heard, the real strategic data bank of
the organization is not in the computer memory, but in the minds of its managers.
Managers experience what it’s called: “Dilemma of delegation”, which is, prefering to do
the task themselves as it would take longer to explain all details to a subordinate.
Folklore: Management is, or at least is quickly becoming, a science and a profession.

Fact: The managers’ programs—to schedule time, process information, make decisions,
and so on—remain locked deep inside their brains.
Computers seem not having influence on the work procedures of general managers.
Managers are overburdened with obligations yet cannot easily delegate their tasks. As a
result, they are driven to overwork and forced to do many tasks superficially.
What is Managerial Work?

Interpersonal Roles
 Figurehead role: Managers are the head of the organization, and has to make
ceremonial duties. Ex. take an important client for lunch.
 Leader: Managers are responsible for the people in their department. Ex.
Managers may be responsible for training new employees. Motivate and
encourage employees.
 Liaison: Managers makes contact outside the vertical chain of command.
Informational Roles
 Monitor: Manager is perpetually scanning the environment for information,

interrogating liaison contacts and subordinated.
 Disseminator: The manager passes some privileged information to subordinates,
who do not have access to it otherwise.
 Spokesperson: The manager sends some information to people outside the unit.
Ex. Speech to media.
Decisional Roles
 Entrepreneur: the manager seeks to improve the unit and adapt it to changing
conditions in the environment. Ex. New product ideas.
 Disturbance Handler: the manager involuntary response to pressures. Ex. an
important client goes bankrupt.
 Resource Allocator: Managers decide who will get what. authorizing decisions
that concern the unit or assigning workload to employees. Analysing a project
before approving its budget.
 Negotiator.
Towards more effective Management
Performance depends on how well a manager understands and responds to the

pressures and dilemmas of the job
 Integrate the roles.

 Managers need to develop insight into their own work and activities.
 The manager is challenged to find systematic ways to share privileged
information.
 Managers need to take a broader view.
 Managers need to gain control of their own time.
The Bases of Social power - J. French & B. Raven

Reward Power
This is a power whose basis is the ability to reward. The person perceives the other can
mediate for him. Ex. If the productivity increased, rewards will be received.
Coercive Power
This power lays on the Person’s perspective that the Other person can mediate for a
punishment against him. Ex. If the productivity decreased, he will be fired.
Legitimate Power
It is the power which stems from internalized values in the person, which dictates the
Other person has a legitimate right to influence him, and he has the obligation to accept
the influence. Ex. CEO in a company. President of a country.
Referent Power
The power has its basis in the identification of the person with the Other person. The
other person has the ability to influence P, even though P is not aware of this referent
power. P wants to follow O instructions. Ex. Charisma - Mother Teresa.
Expert Power
It is based on the knowledge or perception of knowledge perceived from P towards O in
a given area. Ex. Accept the advice from a Lawyer in a legal matter.
The Balanced Scorecard - Measures that Drive Performance -
Robert S. Kaplan & David P. Norton
Focusing only on existing financial accounting measures like ROI, earnings per share,
market share, etc. can give misleading signals for continuous improvement and
innovative activities in today’s hyper-competitive market
Balanced Scorecard - A set of measures that give top managers a fast but
comprehensive view of the business. The balanced scorecard includes financial
measures that tell the results of action already taken. And it complements it with
operational measures that are the drivers of future financial performance.
1. How do customers see us? (Customer perspective)

2. What must we excel at? (Internal perspective)
3. Can we continue to improve and create value? (Innovation and learning
perspective)
4. How do we look to shareholders? (Financial perspective)
Customer Perspective: How Do Customer See Us?
Customer’s concerns tend to fall into four categories: Time, quality, performance and
service, and cost.
Customer’s evaluations helps the company to see the customer’s perspective and adapt
their service accordingly.
Companies should articulate foals for time, quality, and performance and service and
then transmit these goals into measurements.
Internal Business Perspective: What must we excel at?
Excellent customer performance derives from processes, decisions and actions that
occur at all levels within the organization.
** Companies should also attempt to identify and measure their company's core
competencies, the critical technologies needed to ensure continues market leadership.
One constraint: The scorecard information is not timely; reports are generally a week
behind the company’s routine management meetings, and the measures would not be
yet linked to measures for managers and employees.
Innovation and Learning Perspective: Can we continue to improve and create

value?
A company’s ability to innovate, improve, and learn is tied directly to the creation of
value.
Intense global competition requires that companies make continual improvements ato
their existing products and processes and have the ability to introduce entirely new
products.
Companies must find ways to increase market penetration and increase revenues and
margins.
Financial Perspective: How do we look to Shareholders?

Financial performance measures indicate whether the company's strategy,
implementation and execution are contributing to improvements. Typical indicators:
profitability; growth, market share, shareholder value.
Frustration arises when there is disparity between improved operational performance

and disappointing financial measures.
If improved performance fails to be reflexed in the bottom line, managers should re-
examine the basic assumptions of their strategy and mission, since not all long-term
strategies are profitable.
** Layoffs are poor reward for past improvements and can damage the morale of
remaining workers, causing further improvement more difficult.
Conclusion
 Even a balanced scorecard will not necessarily lead to better results.
 The scorecard only translates strategy into measurable objectives.
 Traditional systems try to control behaviour. while the balanced scorecard is
suited to the kind of organization many companies try to become.
 It puts strategy and vision, not control, at the center.
 Keep companies looking and moving forward rather than backwards.
 Helps to create the conditions for growth.

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One More time: How do you Motivate Employees - Frederick

Some type of KITA:

2. Negative Psychological KITA

Positive KITA practices to attempt motivation:

Hygiene vs. Motivators

 Company Policy and administration

Principles of vertical Job Loading

The Manager’s Job: Folklore and Fact - Henry Mintzberg

Folklore: The effective manager has no regular duties to perform.

In small companies, managers might need to substitute an employee who is not

Folklore: The senior manager needs aggregated information, which a formal

Folklore: Management is, or at least is quickly becoming, a science and a profession.

What is Managerial Work?

 Monitor: Manager is perpetually scanning the environment for information,

Towards more effective Management

Performance depends on how well a manager understands and responds to the

 Integrate the roles.

The Bases of Social power - J. French & B. Raven

1. How do customers see us? (Customer perspective)

Customer Perspective: How Do Customer See Us?

Internal Business Perspective: What must we excel at?

Innovation and Learning Perspective: Can we continue to improve and create

Financial Perspective: How do we look to Shareholders?

Frustration arises when there is disparity between improved operational performance

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