Motivational Theories of Generation Y in the Workplace

Transcription

1 Motivational Theories of Generation Y in the Workplace

2 Motivational Theories of Generation Y in the Workplace Denny Trantham CEC, CCA, MBA

3 Generation Age Breakdown: Traditionalists Born Baby Boomers Born Generation X Born Generation Y/Millennial Born

4 Collaboration Traditionalist Hierarchical Mentality Baby Boomers In Person, Brainstorming Generation X Autonomous & Specific Goal Oriented Generation Y Sharing is Second Nature, Individual Recognition & Tech Savvy

5 Security Zones Boomers Conventional Learning, highly trained, better speakers Generation X Set own Schedule; Flexibility Generation Y Trial & Error; Hindered Communication Skills

6 Motivation The desire or drive to work well. The process of ensuring that there is continual commitment to a common set of goals Motivation is the process that initiates, guides, and maintains goal-oriented behaviours

7 Types of Motivation Intrinsically motivating the work itself is interesting and highly valued and the workers enjoy doing the tasks associated with it. (Motivator) Extrinsically motivating the work itself is uninteresting, repetitive, dirty or dangerous. (Hygiene Factor)

8 Factors that Motivate For a manager to gain the greatest work performance from their subordinates, they must understand what motivates employees. Understanding motivation is hard; each individual will have different expectations from their job and different factors that will motivate employees.

9 Frederick Herzberg Motivating factors Job satisfiers (internal factors and relate to one s performance of the job itself, and to the nature of the work performed. Hygiene factors Job dissatisfiers (external factors that relate to one s relationship with the organization s environment)

10 Common Motivators Interesting job Sense of achievement Job security Good pay/income Good hours of work Lack of pressure Good holidays Opportunity for promotion

11 Flow Theory - Mihaly Csikszentmihalyi Attempting to identify the conditions for happiness regarding motivation as applied to people in their work Concept of being "in the flow" which is outlined with angles such as focused attention and where action & awareness merge together

12 Flow Theory - Mihaly Csikszentmihalyi Freedom from worry about the future as well as self-consciousness disappears including the sense of distortion of time passing while the experience becomes its own reward Conditions of flow are defined as a state in which challenges and skills are equally matched and play an important role in the workplace Because flow is associated with achievement, its development can yield increasing workplace satisfaction and accomplishment

13 Flow Theory - Mihaly Csikszentmihalyi Flow researchers believe that certain interventions may be performed to enhance and increase flow in the workplace, through which people would gain intrinsic rewards that encourage persistence while providing benefits. In his consultation work, Csikszentmihalyi emphasizes finding activities and environments that are conducive to flow, and then identifying and developing personal characteristics to increase experiences of flow

14 Flow Theory

15 Specific Motivators for Gen Y Support of Work/Life Balance Multiple Opportunities of Job Growth Achievement Reward Comfortable & Safe Work Environments Increase Responsibilities Fair Salary & Compensation

16 Specific Motivators for Gen Y Holistic Fulfillment Fun at the Office Feel Good about Jobs Balance in Social Lives Ownership Regular Feedback on Progression Participation in Big Picture

17 Conclusion Money alone will not always put a smile on their face at the end of the day Empowerment and intrinsic reward motivation fit their description Self-promotion allows them to be more driven while making them feel more valued than money or another extrinsic reward would. A company can buy their time, but not their hearts Management will need to exercise good judgment when providing an atmosphere that encourages good work and show appreciation

18 Conclusion Allowing Generation Y employees to utilize unique career talents will establish a comfort level while showing appreciation and encouraging creativity Ever present performance feedback will assist in further explaining an employee s specific expectations Common sense approaches such as this can be invaluable in terms of increased performance that will encourage Generation Y and help develop into being a contender for the greatest workplace generation

19 Questions?? Thank you for attending!

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