Engagement Versus Motivation

Some experts advocate employee engagement, others are strong believers in motivational strategies. But one does not necessarily exclude the other. There can be circumstances where even an engaged employee can use some extra motivation. Having an overall engaged team should be the main goal of every leader. Engaged employees are a true asset for every organization, especially in difficult times. There is, however, quite some confusion about the difference between engagement and motivation.

Engagement

Engagement comes from ‘within’. It is having belief in the ’cause’. Engaged people do what they do because they believe it is the right thing to do and not necessarily because there is a reward waiting at the end. A prime example of engagement is volunteer work. There is no payment involved, it takes up a lot of time and it is very often ungrateful work. Yet most volunteers do it with passion and perseverance. Why? Because they believe in what they do. Engagement has everything to do with commitment.

Motivation

Here is where the confusion starts. When we talk about motivation, we distinguish two different kinds: intrinsic and extrinsic motivation.

Intrinsic motivation is in fact exactly the same as engagement. It comes from ‘within’ and it has to do with the joy or fulfillment a certain job or task gives the person, rather than the reward it will bring.

Extrinsic motivation is triggered by external factors. As soon as those factors don’t exist anymore, the motivation will be gone as well.

The opponents against motivation strategies are against extrinsic motivational measures like incentives and reward programs and they are absolutely right. Reward programs are counter productive; they usually have a negative return-on-investment in terms of money, employee satisfaction and retention.

What is there against Reward Programs?

Let me share my own experience with you. I started my career as a sales rep for a company that sold copiers, faxes and printers. As often the case, we got paid a commission on top of our – quite low – base salary. On top of that, the company had a few ‘reward programs’ running. A program for the most sold units in a given period, a program for the most ‘new business’ and a few more like these.

The worst one was the ‘Sales Person of the Month Award’. The one with the most sales in a particular month could hand in the keys to his company car and was allowed to drive the company’s Porsche Carrera the following month AND he got his own parking spot in front of the building.

What do these reward programs bring? Nothing, really. Guess who always won these rewards? Correct, the people who were always in the top already. Guess who didn’t even try to get one of these rewards? Correct again, the ones at the bottom. They knew up front that they would not stand a chance against the top performers. And guess who tried a few times but never got the ‘prize’ and became de-motivated? Right, the people in the middle.

So was it motivating? For sure it was, for the group who didn’t need to be motivated; the top performers. They might have sold a bit more but once you are at the top, the room for improvement becomes smaller and smaller. It didn’t do a thing for the bottom performers. They were ‘untouched’ by these programs. It did do a lot for the group in the middle though. That is the group where every sales manager can ‘score’. They have potential and a lot of room for improvement. And what did it do? Exactly the opposite of what the program was invented for. They knew that they contributed to the company and they saw that they would never get ‘rewarded’ for their contribution. How motivating is that?

I hear some people say already:”Then they should make it to the top! Then they will get the rewards as well!” I can score 110% of my target but if other people score 115%, does that make me ‘average’? No, it doesn’t. No matter how great your group of sales people is, there will always be a number one and a number last. And reward programs will always reward the numbers one, the people who need it the least.

Extrinsic motivators: short-term strategy

Incentives and reward programs ‘motivate’ only for as long as the program lasts or even shorter if the employee feels that he won’t ‘win’.

Suppose you have installed a reward for producing a certain number of your product and suppose that everybody is really trying hard. What happens after the deadline? Exactly. People will fall back to their normal production. To get the same results, you’ll have to install another reward program and so on.

Engagement: long-term strategy

Let’s look at that last example again. Suppose one of your suppliers has delivery problems and therefore your production comes to a halt for a certain period of time and nobody will meet the target for the reward. People that were motivated will not pick up the pace right after the supplier started delivering again, because there is no reward to work for anymore.

There is a group of people who will pick up the pace, despite of the fact that there will be no reward. They have an attitude of ‘let’s see what we can do to make up for the lost time’. They are in the ‘game’ for the ‘game’ and not for the ‘prize’. They are engaged.

Engaged employees have endurance. They will continue to bring the task to a good end, despite external challenges and circumstances. They support the goals, mission and values of the company and being part of the organization makes them feel proud. In general, the quality of their work is better. They want to be able to be proud of what they have done while motivated people are like horse with blinders, trying to get to the finish as fast as possible, no matter how.

Engagement goes deep. That also means that the management of an organization has to create an environment where engagement can thrive and flourish. In my next post I will share my thoughts on what you can and have to do to create an engaged team around you.

Let me conclude with a story I heard that describes engagement the best:

Former U.S. President John F. Kennedy came up with a very bold statement in September 1962: “We are going to the moon.” Not too long thereafter he paid NASA a visit. While he was there. he asked an employee:”What is your job?”. The man answered:”My job is to put a man on the moon.” He turned out to be the janitor.

That is ‘engagement’. No matter what you do, your work is as important as anybody’s as contribution to the mutual goal.

I wish you a lot of engagement.

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Motivation – The 3 Aspects of Human Behavior You Must Know to Succeed

Motivation can be defined in numerous ways, but there are two basic definitions or descriptions. It can be defined as the main reason or reasons that individuals partake in a certain behavior, specifically human behavior pursuant to the study of psychology or neuropsychology. It can also be defined as the driving force that initiates and drives an individual’s behavior. It is the internal energy that propels us to achieve our goals. Typically, it is considered to be a dynamic state of mind not concerned with personality.

There are three aspects of human behavior that motivation is based and founded in:

1. arousal of behavior

2. direction of behavior

3. persistence of behavior

Arousal of behavior relates to a specific thing that activates behavior whereas direction of behavior relates to what is responsible for directing the behavior. Persistence of behavior relates to how the behavior is sustained.

What drives an individual to be successful is referred to as motive. Usually, all motives fall into one of three categories and are considered to be physiological or psychological in nature:

1. homeostatic motives – hunger, respiration, thirst, etc.

2. nonhomeostatic motives – curiosity about the environment, seeking shelter, etc.

3. learned or social motives – achievement, approval, power, social affiliation, etc

In any endeavor that an individual undertakes, motivation (or the lack thereof) is the key element behind the success or failure of the endeavor. It plays a key role in the workplace where the effective performance of an employee is concerned. Management or supervisory personnel have a direct impact and play a significant role in employee motivation in that they employ different motivational techniques to raise productivity levels. It also follows that this has a direct effect on the cooperation levels between the employer and the employee.

Motivation can also be classified as

1. negative or positive

2. obvious or subtle

3. intangible or tangible

Education or learning is also interrelated with motivation and instructors will oftentimes employ motivational techniques to get their students to learn. It can benefit the student by making them more competent as well as encouraging confidence and the ability to solve problems.

Self-motivation has also been classified into two different types:

1. Extrinsic – generated by external factors

2. Intrinsic – generated by internal sensations and is longer-lasting than extrinsic

Self-motivation is considered to be intrinsic in nature, and originates from an individual’s internal drives. It is the basis for overcoming obstacles in the path of achieving one’s goals. Additionally, certain external factors are responsible for driving a person into undertaking a new project or to move in a positive direction. Characteristically, self-motivation is comprised of three factors:

1. beliefs

2. desires

3. values

Since an individual cannot rely on others for motivation, self-motivation has to come from within. It plays a key role wherein the individual gathers the courage and strength to achieve certain goals, and is essential for developing new undertakings or making a positive change in one’s lifestyle. Training programs have been proven to be the best way to educate oneself in order to improve motivation and self-motivation.

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Student Motivation

Student motivation refers to a student's interest, desire, compulsion, and need to participate in and be successful in the learning process. It is generally accepted that student motivation plays a key role in academic learning.

Highly motivated students actively engage more in the learning process than less motivated students. Motivated students have a positive impact on learning. They take advantage of a given opportunity and show intense effort and concentration in the implementation of learning process. Also, they reveal positive emotions such as excitement, enthusiasm, interest, and optimism during learning.

On the other side, the less motivated were found to be less interested in participating in the learning process. Most of them were physically present in the class room but were mentally absent. They often failed to actively engage themselves in the learning tasks. Such students were more likely to stop learning. Less motivated students should be guided so as to develop a favorable attitude towards the learning process.

A teacher or an instructor has a significant role in guiding less motivated students. A technique called attribution retraining, which includes modeling, socialization, and practice exercises, is used to restructure less motivated students. Its aim is to help students to concentrate on the learning task without the fear of failure.

There are two types of student motivation such as extrinsic motivation and intrinsic motivation. Extrinsic motivation is defined as the motivation to engage in an activity in order to obtain rewards or to avoid punishments from an external source. Extrinsically motivated students undertake an activity for the sake of getting good grades or a teacher's approval. Extrinsic motivation is again divided into two such as social motivation and material motivation. Social motivations include approval of teachers, parents, and friends. Good grades, future education, or job security come under material motivations.

Intrinsic motivation refers to engaging in an activity for its own sake, for the pleasure and enjoyment it provides. To be more precise, a student who is intrinsically motivated carries out an action for the learning it permits. Compared to extrinsic motivation, intrinsic motivation is more desirable as it is the motivation to engage in the learning process for the enjoyment of learning without considering its consequences.

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Instrumental Vs Integrative Motivation

I first learned about instrumental and integrative motivation when I was an English teacher, many years ago. The concept was first established by Gardner and Lambert in 1972 to explain why some students acquire a second language faster and better than others. Today I want to explain how that same concept applies to companies and performance and clearly explains evolution and sustainability. There are many other classifications of motivation one could use for companies, but I think this simple dichotomy is easy to use and very revealing.

Motivation is part of the Personal Sphere of a human being. The nature of a person's motivation can not be changed by anybody but that person because it is rooted in the person's belief system. We all have our own type of motivation and nobody can change it unless we each decide to change it ourselves. A good manager will be able to identify the type of motivation his or her subordinates have and will combine their skills based on the company needs at all times. Neglecting to do so will have a very negative and serious impact on the company's overall performance and development.

Instrumental motivation refers to the one that drives human beings to reach goals and objectives. Integrative motivation is the one that employees feel when they want to be part of the company and thrive with it. Although every human being has a bit of both, one is usually more important than the other and guides the person's actions. Human beings whose main motivation is instrumental will be completely task-oriented whereas those with integrative motivation will be more company-oriented.

Both types of motivation are necessary for companies to survive. If only instrumental motivation existed, employees would just seek objectives without considering the overall good of the company or its long-term survival. We often see this happening in companies that fail; They reach amazing goals but lack the solid foundations on which to stand after their very fast growth. On the other hand, when only integrative motivation exists, companies survive but barely ever reach great levels of success.

Each type of motivation entails a different set of characteristics. Let me try and summarize the most important ones:

Instrumental motivation:

  • task or goal-oriented, this type of motivation mainly focuses on expanding, reaching and growing
  • Always looks ahead and outside
  • those whose motivation is mainly instrumental will set and pursue goals and objectives more than anything else.
  • routine will be their number one enemy, destroying their drive and desire
  • the perfect driving force when looking to expand, grow or disseminate
  • A must in entrepreneurs and visionaries. No company can grow without it.

Integrative motivation:

  • the motivation of permanence and stability
  • Always looks inside
  • those whose motivation is mainly integrative will strengthen the company values ​​and philosophy and will seek every opportunity to create greater internal cohesion and team spirit.
  • risk will be their number one enemy, paralyzing them
  • the perfect force when stabilizing a new company or in situations of crisis
  • Basic in departments seeking to consolidate the company: human resources, accounting, and so on.

Companies need different mixtures of both types of motivation, depending on their level of development, growth and market situation. A good CEO or owner will make sure that their companies hire professionals with the right type of motivation depending on the tasks to be performed. Different realities will require different combinations. Once a stage is reached, a new combination might be required. That's why motivation is never fixed. Thriving companies know this and seek the right type for their moves.

Good managers also know that different types of motivation play different roles and will promote their employees also based on the company needs. So, if growth and expansion is needed, instrumentally-motivated individuals will be promoted to leading roles. When consolidation and stability are required, though, those promoted will be the ones with integrative motivations.

Understanding motivation in human beings is part of humanology. Humanology thus helps companies understand their own elements and components better. When those in higher positions contemplate their work from the point of view of humanology, things become clearer and make better sense.

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Employee Motivation Management – Part I: The Turnover Phenomenon of Pay

In the 16 years of management experience I have obtained, I continually have heard that employee turnover is due to pay and benefits. Turnover essentially becomes an accepted industry phenomenon where efforts to improve employee retention become stagnant. After all, if the only turnover cause you perceive to have is ‘pay’ while financial and budgetary constraints mandate pay is unable to be changed, why should one even try to address a problem to which you have no control?

Some of you reading this know that pay has been discovered and identified as a minimal cause of turnover (typically <10%). Instead, leading observational research has identified development, leadership and management individuals as the leading causing of turnover.

It is from this point that I seek to encourage you to take a second look at the turnover you experience in your workplace and teams. In doing so, I’ll be covering motivation factors, costs of turnover, external position compression and the reality of current research associated with turnover causes.

Motivation factors

First, it is most important to first understand the motivation factors among employees and how those factors interact. Outlined below are motivation (intrinsic) factors and hygiene (extrinsic factors). It is important to note that ‘pay’ is an extrinsic factor. Extrinsic factors are those where the absence of extrinsic factors contributes to dissatisfaction, though the presences of such factors do not necessarily result in increased job satisfaction. One could thus argue, if satisfactory pay is not in place, the absence will ‘contribute to dissatisfaction’.

Next, what is associated with ‘pay’ among your team? This is the key to developing equilibrium within your workforce. If the workforce is largely extrinsically motivated, they are likely also motivated by status, job security, peer relationships and supervisor relationships. By improving the presence of extrinsic motivation factors, a balance among extrinsically motivated employees begins to take shape. Subtle alterations to the presence of relationships, evaluating job status equality/inequality and communications of job security can improve the ‘presence’ of factors that do not necessarily lead to satisfaction, but reduce dissatisfaction through factoral presence.

Now, what about a blended motivation? Or what about a workforce that is intrinsically motivated though pay is actually a key motivation factor? Again, it is important to understand the dynamics of your workforce. However, if a team is intrinsically motivated and de-motivated by pay, exploration of extrinsic off-setting factors (status, relationships, etc.) to improve presence may place a balance in the motivational dynamics. Further, intrinsic factors are those that, when present, have a positive satisfaction influence among employees. If a leader can increase the presence and quality of intrinsic factors, a counterbalance against extrinsic factors naturally begins to take shape. Remember, ‘pay’ is one of an endless list of turnover causes and a bottom factor among the top 10 most recognized factors.

All of this being said – the approach of motivation is based in two approaches: (1) what motivates your team, and (2) what factoral presence does the environment possess? Every workforce, micro-culture and demographic drives variation.

In the next article I will explore the costs and compression associated with turnover related to pay motivation factors.

Motivation and Intrinsic Motivation Factors

– Achievement

– Task completion, early completion

– Recognition

– Benefits of performance, monetary or non-monetary

– The Work Itself

– Essence of work performed contributing, and contributable to contentment

– Responsibility

– Autonomy to perform a task, individual terms in making a decision as to how work is carried out

– Advancement

– Increased responsibility, status and financial benefits

– Growth

– Opportunity to learn new skills

Hygiene and Extrinsic Motivation Factors

– Company Policies

– Transparency of policies easy to understand and follow

– Supervision

– Supervisor style and approach (i.e., participative, democratic, etc.)

– Relationship with Supervisor

– Superior influence, trust and consistency

– Relationship with Peers

– Peer influence and connection

– Working Conditions

– Working environment, surroundings, quality of equipment, working hours and physical environment (health and comfort)

– Salary

– Earnings and the influence of monetary form against one’s effort

– Status

– Respect socially driven by career, role and/or position

– Security

– The degree to which the organization is able to offer consistent careers for employees

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5 Ways to Improve Your Motivation to Exercise

There is something very interesting about exercise. With most things in life, although we are in an information age, there is a lack of widely accessible information. For instance, most of us wouldn’t easily access accurate information on how to install satellite television or how to read a financial statement.

When it comes to exercise things are different though, there is information everywhere and everyone knows in some way how to exercise. The lack of motivation towards exercise shows that we do not do what we know. We do not do what we want either because most of us genuinely want to exercise but we don’t always do it. Clearly in order to exercise we need to do, not just what we know or want but what we are motivated to do. In this article, I want to share with you a few strategies that will help you become motivated to exercise.

(I) Have a vision about your self-image

The truth is most of us have a certain picture of how we would like to look. Some people were born skinny, they picture themselves skinny and have accepted that self-image. Some people were born with a bit of weight, they picture themselves that way and even buy clothes that suite that image. Most of the time this is something that we are not always conscious about.

I remember a time when my wife had spent 3 months without looking into her body in a mirror. Women can’t live without mirrors, she did use a facial mirror but not a full body mirror during that period for some reason. We went shopping. She saw herself in a full body mirror to discover that her body shape had changed because she gained weight. She freaked out and screamed “Wow I am fat”. Surely, I must have not been honest to her at home in answering her most frequent question “Do I look fat?”

It was true that my wife had gained weight. But what really disturbed her was that her body was different from her ideal body shape or body weight. This disturbed her and motivated her enough to exercise and lose extra fat within two weeks.

Without vision of our ideal body shape or weight we are doomed to just pump food into our bodies and not make an effort to lose weight. I am telling you this because I would like to urge you to examine your vision of your ideal body weight before implementing the rest of the strategies that I will advise you to use from this article.

Some people wish to be skinny but in reality have a fat body image that holds them back. These people buy clothes that fit this image and accept how they look. Subconsciously they sabotage their efforts to lose weight. If you wan’t to be skinny, it would help you to think yourself skinny. If you think yourself fat, you might struggle to achieve weight loss. I am not saying you should not accept yourself the way you are. I am saying even thought you might, have a vision about your healthy self-image. Just accepting yourself the way you are might mean you do wish to change your self-image when it comes to being fit or weight loss. This is great for your emotional well-being but it will also not really help you towards achieving your fitness goals. If you accept yourself with a tummy, why would you want a flat stomach?

(II) Care less about your body comfort

The main reason people do not exercise is because they prefer bodily comfort over the pain of exercising. Bodily comfort is harmful in a long-term because it leads to a sedentary lifestyle. So the more you careless about your bodily comfort the more you will subject your body to the physical strain of exercise.

Ironically, what you will find is that once you start exercising you begin to find pleasure in exercising even though your body gets strained during exercise. People who have overcome their need for bodily comfort and pushed themselves to exercise begin to feel awkward when they have not exercised for a couple of days. The feel unacceptable strange when they have not gone for their run or have not cycled or have not lifted weights.

The first hurdle to overcome however before getting the level where exercise becomes a “must” and not a “should” is to let go of bodily comfort. Constantly, in your mind, argue against your body when it seeks for comfort. Naturally your body will seek comfort. Your task is to push against your body and subject yourself to the physical strain of exercising. Do not consider your mind and body as a unit. Your body will seek comfort but argue through your mind and remember your exercise goals.

(III) Assign an hour of exercise everyday

If nothing is labelled for exercise on your day then you will most probably never exercise. To exercise you need to have an hour in your day that you set out to exercise no matter what happens. Clear the hour of exercise and do not let anything disturb it. If you planned to run and it rains, the hour of exercise should not be spent watching a series on TV, it should be spent doing home exercises. Do not allow anything to stand between you and the hour of exercise.

(IV) Forget fitness rules, do what you like

As I have said before, there is too much information about exercise. It is easy to get trapped into what many experts think what exercise should be. What I have learnt in life is that things do not get done because of fixated rules. Things get done when we have fun and are excited.

Forget what other people think exercise should be. What are you exactly into? Are you into running, walking or cycling or are you into kick boxing. Whatever you are into, let that be your exercise.

Once you pick momentum and move away from a sedentary lifestyle then you can beef things up a bit and put formalities into place. The reason most of us learnt to successfully ride a bicycle when we were young even though falling was painful was because we did what we liked. Do what you like when it comes to exercise to overcome what you perceive as pain in exercising.

(V) Do not eat for taste

To keep motivated to exercise you need to see results. Muscle gain or weight loss or toned body. If you do not see results, you are likely to give up.

To see results you need to eat well. Remember if you want to lose weight or gain muscle 80% of exercise results depend on your diet and 20% depend on your physical effort.

I have set you up to become motivated enough to exert effort. Do not let diet undo what you have done.

Most people fail when it comes to diet because they eat for taste. When it comes to taste, most of us would agree that KFC beats a dish of steam cooked vegetables. So when we eat for taste we set ourselves up for failure because most healthy food doesn’t taste as good as junk. Unless your wife is a great cook or you have a professional chef in the house.

To see results from your exercise, eat for nutrition in your body. Tolerate the bitter taste of veges or whatever your vegetarian diet is. Diet plans fail when we eat for taste because soon we find ourselves failing to resist the taste of a birthday cake. Commit to eat differently, for nutrition rather taste. occasionally you can thank yourself with a small piece of your favourite tasty food.

Remember to remain inspired, to remove all obstacles standing in your way of success and do not dare give up on yourself or your dreams.

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Motivation in the 21st Century

Throughout history, one important aspect of all facets of education (including music) revolve around the ways that a teacher helps to motivate their students. A teacher can be most-effective when the student trusts in the teacher. This relationship between teacher and student creates the natural love of learning that is nurtured by the teacher and is grown by the student. An important way that a good teacher helps to continue nurturing this love of learning is by accessing various types of motivation to give the student goals that they can achieve. In the field of education, there are two important types of motivation: intrinsic motivation and extrinsic motivation.

By definition, extrinsic motivation is the type by which the teacher includes objects, rewards, and other "prizes" that are offered to the student for a "job well done". The effect is this: the student works for the reward and receives the reward all within a short period of time. As such, extrinsic motivations are organized, worked for and achieved all within a short period of time. As soon as one series of extrinsic motivation triggers are completed, another set must be created and distributed by the teacher. An example of such extrinsic motivation would be the use of stickers to offer to students as a reward for their progress or conduct in class. The reward is given when the various tasks associated with the sticker are completed; the next task that warrants an additional sticker is provided to reset the previous task. As such, the motivational circle continues.

On the other hand, intrinsic motivation, by definition, offers the student internal rewards for a job well done through the actions that the student presents to the teacher. Essentially, by working hard or completing a task and thus receiving a strong sense of accomplishment for completing such a task in a successful fashion, the student not only receives accolades from the teacher, they also feel good for completing the tasks. There are no outward rewards, as is the case with extrinsic motivation. Instead, the motivation comes to the student through the feeling of accomplishment that comes with the completion of each task they set out to complete. This sense of accomplishment is the internal reward that nourishes the natural internal desire to learn that is within each student.

A good teacher is able to juggle both of these types of motivation. In the setting of the private music lesson, the teacher has the opportunity to get to know the student well enough in order to decide what tactics to use to help encourage continuous motivation. With the advent of various technological tools, the task for helping to motivate students has become increasingly easier.

In a series of surveys that were published in 2013 and 2014, facts were provided which stated that over 1-in-4 children under the age of 8 know how to use a computer, tablet, or smart phone. In the same study, it was calculated that 1-in-3 children between the ages of 9-13 had mastered the use of such technologies that they could confidently teach an adult to troubleshoot problems. Children that used technology for educational purposes in the home had a greater sense of problem solving skills and a higher ability to complete tasks when a reward was provided (such as the collection of points, completion of a level of a game, or the completion of the game itself). This use of extrinsic motivation to offer reward for the completion of tasks allows the student to have fun while completing the task at hand.

For all of us that have studied music as children, currently have children studying music, or teach music, we know that the challenge that we all face is this: learning a musical skill takes a lot of effort and time to succeed. The proper amount of time to master skills associated within music take many years. Many masters of performance art such as professional musicians, singers, record artists and recording engineers will all agree to this fact. All individuals of the same pedigree will also agree that at one point along the way, at least one teacher inspired them to thrive in their musical studies. This teacher, usually known and remembered by name, created the spark for musical growth that creates a life-long love of learning. This is strong proof to argue that intrinsic motivation is the powerful resource to help nurture life-long success.

There are many interesting tools that a music teacher can use including various apps on a series of topics including music theory, music history, ear training and recording techniques. In addition, there are many programs such as YouTube, Garage Band, Ever Note, among others. Each of these tools offer a cornucopia of options for any music teacher and music student to create a fun environment to increase motivation. No longer do students have to sit at their instrument and only have books as their primary resource to learning. By using the many multitudes of tools available, teachers have the option to create a personalized studio that fits the needs of many of learning environments. This allows the student to enter a world of vast possibilities that were not available 15 years ago.

The trick for every teacher is to create be willing to embrace this new generation of technological advancement while nurturing intrinsic motivation in an extrinsically motivated environment. In conclusion, there are many tools available to all music teachers, parents, and students in this new generation of technology within the 21st century. It is important to observe that these tools as mentioned will help encourage everyone to have fun while enjoying their musical studies yet these tools are not only secrets to success. The teacher must know how to motivate students to "keep going" through the successes and challenges that naturally come to all music students. The mixture of extrinsic and intrinsic motivational triggers will help to create the next generation of musicians, music enthusiasts and music appreciators. This is the main goal that will help keep music alive and thriving for the next generation and beyond.

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Employee Motivation – 10 Tips to Boost Job Performance

Increase Employee Performance by Harnessing the Power of Motivation

Employee motivation and productivity can be enhanced and improved by creating a work environment that maximizes the factors that affect performance. These factors are simple to understand, easy to measure, and can add tremendous value to any organization that is willing to implement them. Use these 10 tips to make sure that your employees are energized and inspired to produce the best results possible.

1. Interesting Work

Intrinsic motivation comes from the shear joy and pleasure of doing a task. When you read a great book, no one has to pay for each page you read. It is a pleasure to learn how the story unfolds and watch the plot develop. It is the same way with employee motivation. To maximize employee performance, find out what employees like about their jobs and then try to add more tasks that align with their own natural interests and talents.

2. Appreciation & Recognition

William James said, “The deepest desire in human nature is to be appreciated.” It does not matter how much you pay someone, everyone want to know that their efforts are being seen and appreciated, especially by their manager. Don’t just send them a thank you e-mail – that just means you care enough to hit the “Enter” key. If you really want to thank someone buy them a real “Thank You” card and describe how their behavior and performance has added value to the team and organization. Make it a point to catch people doing things right and they will inevitably do things right more often.

3. Feeling Involved In the Work Process

Research shows that when people get to participate in creating a system or process, they are much more likely to follow it than one simply imposed upon them by an outside expert. Recognize that the people doing the job have the knowledge of how things can be done better, faster, and cheaper. If you want them to tell you, then make it easy for them to offer suggestions and reward employees who contribute ideas that add value to the bottom line.

4. Achievement

Napoleon once remarked, “It is amazing how willing men are to risk their lives for a little bit of tin and ribbon to wear upon their chest.” Awards and prizes can serve as a great motivator to harness the power of healthy competition. It is always better to use rewards that are meaningful and inspiring. When an employee exceeds your expectations, then make sure you recognize their achievement. On the day someone retires, they will pack up these awards and prizes to serve as fond reminders of a wonderful career.

5. Job Security

If everybody had what it takes to be an entrepreneur, then there would be no General Electric or Toyota and we would all be buying products from artisans and craftworkers. Thankfully, many people prefer to be part of a large organization and can be more productive when they get to focus on doing their job instead of worrying about developing a business plan or marketing strategy. Telling people that they are lucky to have a job creates an atmosphere of fear and worry that decreases job performance. Instead, tell your employees that the company is lucky to have such a skilled and committed workforce and people will take pride in their work and their company.

6. Increased Responsibility

We all know that some employees lack ambition and have no desire to advance on the job, but the vast majority of workers want a chance to take on more responsibility and add more value to the organization. Always be aware of opportunities for training that will equip your employees with the skills and tools they will need to advance in their career. Always try to fill open positions with internal applicants before looking for an outside candidate. This will create a culture of career development and preserve institutional memory and organizational knowledge so that it can be transferred to rising employees as they advance in their own career.

7. Good Wages

Robert Bosch, founder of the world’s largest automobile parts supplier, said, “I do not pay good wages because I have a lot of money; I have a lot of money because I pay good wages.” If you want motivated, high productive employees you have to pay such people according to their ability and performance. Good employees are motivated by more than just good wages, but never allow low wages to be the wedge a competitor can use to steal away your best people.

8. Good Working Conditions

If you want to get the most out of people you need to create an environment that facilitates success. At the minimum, you must offer a safe, clean, and sanitary work site. To get the most out of employees, help them take pride in their workspace, even if it is only a cubicle or workstation. Allow people to personalize their own work sites with photos or small trinkets so they will feel like they have a place that belongs solely to them.

9. Being Part of a Team

Being part of a dysfunctional team is an emotionally draining experience that results in low morale, low productivity, and high turnover. The great coach, Vince Lombardi, once remarked, “Individual commitment to a group effort — that is what makes a team work, a company work, a society work, a civilization work.” We are all social beings and we all want to be part of a healthy team where we can give and receive support, help, and encouragement. Organizations can harness this natural human desire by aligning employee efforts to achieve goals that are mutually beneficial to both the organization and its employees.

10. Help with Personal Problems

How many times have you heard about a bad boss who told their employees to leave their problems at the door so they could focus on their job? Unfortunately, they probably left their motivation and productivity at the door as well. Smart managers know that it is not their job to be a counselor or therapist, but it is there job to recognize when one of their employees is having personal problems that are affecting their job performance. They need to have open lines of honest communication so that employees can feel encouraged to ask for help and then be directed to their Human Resources Department or their Employee Assistance Programs.

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Motivation Defined

Motivation is a call to action. Motivation inspires change, movement, and focus; it is what makes the world turn. The Art of Motivation is a must for Master Persuaders. How do you motivate in such a way that prompts people to take the actions you want them to take? How can you plant the seeds to encourage motivation? As a persuader, one of the keys to success is to motivate yourself and others. We have all had days when we did not feel like doing the things we knew we needed to do. It is useless to persuade and have others agree with your point of view if you can’t get them to take action.

Martin Luther King said, “If a man hasn’t discovered something that he will die for, he isn’t fit to live.” In order to successfully motivate someone – or, to get him or her to internalize the motivation – you have to create a deep hunger or thirst. It has been said you can bring a horse to water, but you can’t make him drink. That’s true. But let it be known that you can give that horse salt and create such a thirst that the horse must have water. As a master motivator, you are giving salt to your prospects. You are striving to create such a thirst in other people that they can’t wait to act.

You will find people tend to get motivated for the short term, lose steam, and then fall back into the rut they were trying to pull themselves out of in the first place. As a persuader and motivator, you have to understand what pulls people from action to inaction. What causes us to lose excitement, vision, and energy? When you notice your prospects are losing their motivation, these are the reasons why:

  • The desire to gain
  • The desire to avoid loss
  • To make money
  • To avoid criticism
  • To save time
  • To avoid loss of possessions
  • To avoid effort
  • To avoid physical pain
  • To achieve comfort
  • To avoid loss of reputation
  • To have health
  • To avoid loss of money
  • To be popular
  • To avoid trouble
  • The desire to gain (cont,)
  • To experience pleasure
  • To be clean
  • To be praised
  • To be in style
  • To gratify curiosity
  • To satisfy an appetite
  • To have beautiful possessions
  • To be an individual
  • To emulate others
  • To take advantage of opportunities

You can’t change a habit unless you replace it with another one. The same is true for motivation. You can’t change how someone is motivated unless you replace the undesirable motivation with a desirable one. You have to understand whether your prospect’s motivation is a positive motivation or a destructive motivation.

Once inspiration is identified, build on that inspiration until you create an intense hunger. This means that you get your prospects to take responsibility for their own lives. Get them to set new goals or review their existing goals and their reasons for setting them. Another way to stoke the fires is to find somebody who shares that same passion.

Since Maslow introduced the concept of needs, countless motivational theories have been brought to light. Avid McClelland proposed that we learn three things that motivate us as we go through life: achievement, affiliation, and power. John C. Mowen used the three “R’s” of motivation: reward, recognition, and reinforcement. Bob Stone suggested that people respond either to “gain something they do not have or to avoid losing something they now possess.” He created this list of basic human wants to explain his theory. In his book The Hidden Persuaders, Vance Packard identifies eight hidden needs that motivate people into action:

1. Need for emotional security: We live in uncertain times. Terrorism lurks, the happenings on Wall Street are shaky, we are surrounded by illness and disease, etc. We need safety, comfort, and stability in our lives.

2. Need to feel self-worth: Much of today’s society is cold, competitive, and uncaring. We want to experience a place in the world where we know we’ve made a difference.

3. Need for ego-gratification: We want recognition and praise. We all want to feel important.

4. Need for creativity: We feel more satisfaction and fulfillment when we can work creatively through hobbies, sports, and other forms of recreation.

5. Need for love foci: Life is richer when we have someone to share our love with, for example friends, children, grandchildren, a spouse, or pets.

6. Need for control: We need to feel a sense that we have some control or power over our environment, our surroundings, or our conditions.

7. Need to belong: We want to feel that we are an integral part of the world and that we are important to people whom we love, respect, or admire.

8. Need for immortality: We fear dying or being forgotten. We buy life insurance because we want to leave something behind.

Motivation starts with vision. People need to believe they will succeed in what you are motivating them to do. No one likes to lose. No one wants to lose. No one wants to be associated with losers. So, instill in your listener or audience a vision of winning. Thinking we can win and seeing the win in our mind’s eye stirs our internal motivation. When we help others think of past victories or instill the vision of victory in them, we can motivate them to take action. Olympic coach Charles Garfield states that the highest performers are driven by a sense of mission.

Learning how to persuade and influence will make the difference between hoping for a better income and having a better income. Beware of the common mistakes presenters and persuaders commit that cause them to lose the deal.

Master Persuaders present a winning package. When people sense victory or accomplishment, they will make sacrifices and become energized. They will find a way to succeed and win. If they sense defeat, they’ll exert little personal effort, come up with lots of excuses, and exhibit lack of energy for the cause.

Motivation is true art. When you understand the Laws of Persuasion not only will you be able to motivate, but you will also have earned the right to motivate.

Conclusion

Persuasion is the missing puzzle piece that will crack the code to dramatically increase your income, improve your relationships, and help you get what you want, when you want, and win friends for life. Ask yourself how much money and income you have lost because of your inability to persuade and influence. Think about it. Sure you’ve seen some success, but think of the times you couldn’t get it done. Has there ever been a time when you did not get your point across? Were you unable to convince someone to do something? Have you reached your full potential? Are you able to motivate yourself and others to achieve more and accomplish their goals? What about your relationships? Imagine being able to overcome objections before they happen, know what your prospect is thinking and feeling, feel more confident in your ability to persuade. Professional success, personal happiness, leadership potential, and income depend on the ability to persuade, influence, and motivate others.

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Definition of Motivation

The definition of motivation is to give reason, incentive, enthusiasm, or interest that causes a specific action or certain behavior. Motivation is present in every life function. Simple acts such as eating are motivated by hunger. Education is motivated by desire for knowledge. Motivators can be anything from reward to coercion.

There are two main kinds of motivation: intrinsic and extrinsic. Intrinsic motivation is internal. It occurs when people are compelled to do something out of pleasure, importance, or desire. Extrinsic motivation occurs when external factors compel the person to do something. However, there are many theories and labels that serve as sub tittles to the definition of motivation. For example: “I will give you a candy bar if you clean your room.” This is an example of reward motivation.

A common place that we see the need to apply motivation, is in the work place. In the work force, we can see motivation play a key role in leadership success. A person unable to grasp motivation and apply it, will not become or stay a leader. It is critical that anyone seeking to lead or motivate understand “Howletts Hierarchy of Work Motivators.”

Salary, benefits, working conditions, supervision, policy, safety, security, affiliation, and relationships are all externally motivated needs. These are the first three levels of “Howletts Hierarchy” When these needs are achieved, the person moves up to level four and then five. However, if levels one through three are not met, the person becomes dissatisfied with their job. When satisfaction is not found, the person becomes less productive and eventually quits or is fired. Achievement, advancement, recognition, growth, responsibility, and job nature are internal motivators. These are the last two levels of “Howletts Hierarchy.” They occur when the person motivates themselves (after external motivation needs are met.) An employer or leader that meets the needs on the “Howletts Hierarchy” will see motivated employees and see productivity increase. Understanding the definition of motivation, and then applying it, is one of the most prevalent challenges facing employers and supervisors. Companies often spend thousands of dollars each year hiring outside firms just to give motivation seminars.

Another place motivation plays a key role is in education. A teacher that implements motivational techniques will see an increased participation, effort, and higher grades. Part of the teachers job is to provide an environment that is motivationally charged. This environment accounts for students who lack their own internal motivation. One of the first places people begin to set goals for themselves is in school. Ask any adult: “What is the main thing that motivates you.” Their answer will most likely be goals. Even the simplest things in life are the result of goal setting. A person may say, “I want to save 300.00 for a new T.V.” Well, that is a goal. School is where we are most likely to learn the correlation between goals, and the definition of motivation. That correlation is what breeds success.

So, as you can see, motivation is what propels life. It plays a major role in nearly everything we do. Without motivation, we would simply not care about outcomes, means, accomplishment, education, success, failure, employment, etc.. Then, what would be the point?

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