Rex Gatto Ph.D.,BCC
Gatto Associates, LLC
750 Washington Road
Pittsburgh PA 15228
412-344-2277
www.rexgatto.com
This presentation is based on the books:
Smart Manager FAQ
by Rex Gatto
Herzberg: Motivation and Hygiene
Factors by Alan Chapman
Organization Behavior Structure Process
By James Gibson
Soft skills are personal attributes that enhance
an individual's interactions, job performance
and career prospects.
Unlike hard skills, which are about a person's
skill set and ability to perform a certain type
of task or activity, soft skills are interpersonal
and broadly applicable.
Soft skills are often described by using terms
associated with personality traits, such as:
◦
◦
◦
◦
◦
optimism
common sense
responsibility
a sense of humor
integrity
Abilities that can be practiced (but require the
individual to genuinely like other people)
such as:








empathy
teamwork
leadership
communication
good manners
negotiation
sociability
the ability to teach.
Hard skills get you the interview but soft skills
get you the job.
Defining Motivation
 Motivating Boomers, Gen X-ers and Y-ers
 Motivating Factors
 Feedback and Development
 How Motivation Enhances Performance
 Motivational Strategy

Defining
Motivation
Motivation is the desire that energizes a person
to do certain things based on the wants and
needs of a person.
If a person wishes to meet these wants and
needs, then it up to the person to motivate self
so that s/he takes key actions.

Effort – Desire – Willingness
Motivation can be caused by

Rewards – Benefits – Achieving Goals
Motivation







Ask what motivates YOU
What’s to be accomplished
Challenges
Encourage risk-taking
Right communication
Ask “What’s in it for me”
Identify the trade-offs
What causes you to take action?
Physical and mental effort
expended toward a goal


Extrinsic: outside recognition,
praise, reward
Intrinsic: internal pride,
fulfillment, self actualization
Performance=competence x motivation
Hierarchy of Needs
Maslow’s Hierarchy of Needs
Self-actualization
personal growth and fulfilment
Esteem needs
achievement, status, responsibility, reputation
Belongingness and Love needs
family, affection, relationships, work group, etc.
Safety needs
protection, security, order, law, limits, stability, etc.
Biological and Physiological needs
basic life needs - air, food, drink, shelter, warmth, sex, sleep, etc.
© design Alan Chapman 2001-7, based on Maslow’s Hierarchy of Needs
Not to be sold or published. More free online training resources are at www.businessballs.com. Alan Chapman accepts no liability.
Satisfiers and Dissatisfies
“The factors which satisfy
people at work are different
to and not simply the
opposite of the factors which
cause dissatisfaction.”
Satisfiers and Dissatisfies
Satisfiers = factors involved in
doing the job
Dissatisfies= factors which
define the job conditions
(hygiene)

Motivator factors
(satisfiers)
◦
◦
◦
◦
◦
◦
◦
◦
◦
Achievement
Advancement
Opportunity
Appreciation
Praise
Earned recognition
Personal growth
Acceptance
Work itself

Hygiene Factors
(dissatisfiers)
Wages
Work conditions
Company policies
Organizational structure
Coworkers
Management
personalities
◦ Facilities
◦
◦
◦
◦
◦
◦
 Maslow
◦ Self
Actualization
◦ Self Esteem
◦ Belonging
◦ Safety
◦ Physical
 Hertzberg
◦ Satisfiers
Motivating Factors
◦ Dissatisfiers
Hygiene Factors
Define purpose and direction
Get resources, people, systems, and tools
Create a plan to achieve the task
Set quality standards
Control and maintain work flow
Monitor
Report progress
Review, reassess, and adjust the plan
If in place, they are motivators!
Traditionalist 8% of the workforce
Boomers 41% of the workforce
X Generation 30% of the workforce
Y Generation 21% of the workforce
Z Generations 0%
Silent and Greatest generation
High respect for authority
Follow rules and regulations/hard workers
View work as an obligation
Like a direct and commanding leader
Technically challenged/like 1 on 1 communication
Security, work ethic and advancement
Self actualization through work, personal growth, and
self improvement
Health and wellness
involvement and team work
Recognition, feel rewarded, and participatory
management
Diversity with challenging work
Global thinking through connectivity and the internet
Life balance or flexibility to work, non traditional
hours and work from home
Loyalty is directed more to partners/managers than
the organization
They like fun, informality, and self reliance,
Gen X is the generation that is more concerned about
building resumes full of experiences and references,
not long-term relationships with organizations.
Loyalty Unplugged by Buahene & Kovary (2007).
Optimistic, civic minded, and confident
Achievement oriented
Sociable, moral, street smart, and diverse
Haven’t experienced losing
Received gold stars at school
 Whole team received trophies
Their opinions listened to; their suggestions
acted on
 They entered the workplace looking for
parents.
Boredom ranks high on the Xers and Yers list of reasons
to stay or leave a firm.
Since compliance is a routine function, accounting firms
are at risk.
What motivates: career opportunities, environmental
policies, ethical companies, a strong employment
brand, approachable managers and partners (less
intimidating), focus on mentoring
Generation Y What it Means for CA, by Andrea Roberts
The Abbreviated
Motivational Profile
outlines the reason
we put out effort
that fulfills our
strengths and
talents
Performance = Competence X Motivation
Read the statement and rate it 5 = high 1= low
Statement
Rating
I am able to advance in my firm.
Opportunity =5 – not at all = 1
I feel a sense of personal growth
through my work.
Frequently =5 – not at all = 1
I feel I work well within my team.
Very well =5 – not well = 1
I feel challenged in the work that I
do.
Frequently =5 – not at all = 1
I feel I have an opportunity to
develop my talents through my
job.
Frequently =5 – not at all = 1
Statement
Rating
I give myself credit for a job well
done.
Frequently =5 – not at all = 1
I am praised for a job well done.
Frequently =5 – not at all = 1
I am appropriately compensated for
my work.
Very fairly =5 - poorly = 1
I know what I want to professionally
achieve.
Frequently =5 – not at all = 1
I put forth a great deal of effort in my
work.
Frequently =5 – not at all = 1
50-43:
High Motivation Factors
42-34:
Moderate Motivation Factors
33 & below:
Low Motivation Factors
What motivates you?
What are your top two Motivation
Factors?
What are your bottom two Motivation
Factors?
What could you do to be more
motivated?







Listen to people’s needs
Acknowledge how
people feel
Be honest
Support teamwork
Encourage
Challenge/job innovation
Promote satisfaction
between worker and
his/her responsibilities
I am the boss so do as I say
You can’t motivate people without
rules, regulations, and procedures
It’s important not to rock the boat.
The goal is the most important
thing “just do it”.
Let the majority decide.
I am the boss and my task is to
sell my ideas to my subordinates
People should be controlled.
Inducement systems are
those design aspects of an
organization, which act to
energize, direct, or sustain
behavior within the
organization.
Reward,
Task,
Managerial, and
Social
Workplace
energizers, to
sustain behavior
Implementation of formal reward
systems in the organization, such
as the compensation and the
promotional systems.
Ex. pay raise may be a form of
pure instrumental motivation, or it
may provide the basis upon which
the individual’s self perceptions
are reinforced or enhanced.
• Job responsibilities, task
or duties
• One’s contribution to the
success of the task
Competencies and values
that comprise a rolespecific identity that may
be crucial to an individual’s
self concept.
Leadership style or
characteristics
Leadership style, in
terms of
conditional/uncondition
al feedback, impacts
one’s self-perception as
well as one’s self
esteem.
People are motivated by the
rewards/punishments
enforced by the
organization
Individuals are motivated to
demonstrate the traits,
competencies, and values
which are important to the
team/department/firm
I feel that my input (work) is less
than the output ($, benefits,
fulfillment)
I feel lucky, feel I do not have to
work as hard compared to what I
am getting (athletes and CEOs)
I feel that my input (work) out weighs
the output ($, benefits, fulfillment)
De-motivation is proportional to
the perceived disparity between
inputs and expected outputs.
Some people reduce their effort
and are disgruntled, or are
outwardly difficult, and even
disruptive.
Key to firm success is to ensure people are in
a growth and developmental process and fairly
compensated
Focus is on the development of skills,
behaviors, and needed technical knowledge
There is measurable growth each year
Partners/manager need to
define the performance factors
that create consistency through
a common performance
language
 Supportive:
strengths
maintain
 Corrective:
enhance
your actions or skills

FEED THE FUTURE
S
A
R
A
People do not have to go through all 4
stages
Be SMART:
Specific,
Measurable,
Action oriented,
Realistic and
Time bound
 State/Listen
to the
issues
 Identify and focus on
facts
 Discuss results
 Focus on the
employee
 Listen without
rebuttal
 Why
do you Praise?
 Why
do you Reprimand?
 Opportunity
+ desire + ability
 Identify what you want to accomplish
 Be realistic
 Identify your biases (likes & dislikes)
 Give yourself and others recognition
 Take
action
 Have courage
 Communicate on the level of the
listener
 Answer what is in it for ME
 Identify the trade-offs
Feedback as a developmental process to
support individual growth.
What are you doing right:
Catch them doing something right
Tell them and
Reward them (spot bonus or comp time)
What will you
now do
differently?
 What actions can
you maintain or
enhance?
 What actions can
you change?

Challenge yourself
To be the best version of you.
Are you that best version NOW?