UBI 238
Recognizing and Motivating Staff
Instructor: Roy Gonzales, HROD Manager
OVERVIEW
Going to talk about Motivation theory
 Going to talk about Recognition theory
 Going to talk about what they really mean
 Going to talk about what you can do

INTRODUCTIONS
Who are you?
 Where do you work/position?
 How many people do you supervise?
 What did you hope to get out of this session?

ME
Roy Gonzales
 Physical Plant
 Manager of Human Resources and
Organizational Development
 10 years at CSUF
 35 years overall

DISCLAIMER

Probably going to say things that you don’t
agree with – feel free to argue with me!
WHAT MOTIVATES PEOPLE?
Maslow – Heirarchy of Needs
 Herzberg – Motivators and Demotivators
 Theory G (Investing in Your Staff)

GOING TO START WITH A CARTOON
BASIC CONCEPTS (THEORY G)
What gets rewarded gets repeated
 No one is motivated by punishment
 We all do what is in our own (perceived) best
interest
 It’s YOUR fault

MASLOW HIERARCHY OF NEEDS
Abraham Maslow developed the theory that
we have different levels of need. The key to
Maslow’s hierarchy is that each level needs to
be satisfied before someone can move to the
next level.
MASLOW HIERARCHY OF NEEDS
Work
Ego/Self Actualization
Recognition
Belonging
Security
Safety
Career Advancement
Promotion/$$$
Friends/Committees
Pass Probation
Job
HERZBERG–THEORY X & Y
Fredrick Herzberg developed the theory that
managers fall into two types and that all of us
fall on the continuum somewhere between the
two extremes
X _________________|_________________ Y
HERZBERG–THEORY X & Y
Theory X – People are lazy and don’t want to
work and need to be pushed to work
HERZBERG–THEORY X &Y
Theory Y – People want to work and will work
hard if given the chance
Which are you?
MOTIVATORS/DEMOTIVATORS
Motivators
 Achievement
 Recognition
 Nature of
the work
 Responsibility
MOTIVATORS/DEMOTIVATORS
Demotivators
 Money
 Title
 Policies/Procedures
 Supervision
 Once
they are met, they stop motivating
 They are only an issue if they are missing
THEORY G - THE GONZALES THEORY
Theory G states that organizations work
best from the bottom up. Front line staff
should be empowered to do their jobs and
the successive levels of management above
them should be in the business of helping
them be successful.
THEORY G - THE GONZALES THEORY
Staff
Lead
Supervisor
Manager
Director
VP
President
Each level should support
level above them
THEORY G - THE GONZALES THEORY
Staff know how to do their jobs better than
their managers
 Staff know what needs to be done to be
successful
 Staff want to be successful and will work hard
to get there

Your Job is to Help Them
WHAT MOTIVATES STAFF
A number of studies have been done to
show what motivates staff. These studies
consistently show that what managers think
motivate staff is different than what staff
says will motivate them
WHAT DOESN’T MOTIVATE PEOPLE
$
$
$
WHAT MOTIVATES STAFF
Management Thinks
Maslow Thinks
1.
Wages
Safety
2.
Security
Security
3.
Promotion/Growth
Recognition
4.
Working Conditions
Security/Recognition
5.
Interesting Work
Self-Actualization
WHAT MOTIVATES STAFF
Staff Says
1.
2.
3.
4.
5.
Appreciation
Involvement
Proper Training
Wages
Personal Concern
Maslow Says
Recognition
Self-Actualization
Recognition
Safety
Belonging/Recognition
IS MONEY A MOTIVATOR?
Caddie for Vijay Singh: Talk about a thankless job.
Here’s all you need to know about Singh, the PGA tour
Player of the Year in 2004, when he set a tour record
with nearly $11 million in prize money: His longtime
caddie, Dave Renwick, quit after making more than $1
million carrying Vijay’s bag that year.
Randy Youngman
Orange County Register
8/13/06
IS MONEY A MOTIVATOR?
1.1 Million Dollars ! ! !
WHY ???
“I never got a ‘Good Morning’ from Vijay or ‘Good club’
after a shot or ‘Have a nice night’ at the end of the day,”
Renwick told Golf World magazine. “It was either
nothing or a negative if he did speak to me.”
Randy Youngman
Orange County Register
8/13/06
IS MONEY A MOTIVATOR?
1.1 Million Dollars ! ! !
SUPER BOWL QUARTERBACKS
Eli Manning - $20 million
 Tom Brady - $25 million
 Eli Manning ?

WHY DOESN’T MONEY WORK?
There’s not enough of it!
WHY DOESN’T MONEY WORK?
It’s not about the money, it’s about
what the money represents!
Respect
Appreciation
WHAT REALLY MOTIVATES PEOPLE?
What do employees want from their jobs?
SURVEY – GHR TRAINING SOLUTIONS (2001)
Factor
Manager Employee
Good wages
1
5
Job Security
2
4
Promotion/Growth Opportunities
3
7
Good working conditions
4
9
Interesting work
5
6
Personal loyalty to workers
6
8
Tactful disciplining
7
10
Full appreciation for work done
Sympathetic help on personal problems
8
9
1
3
Feeling “in” on things
10
2
SUPERVISORS & MOTIVATION
The number one thing you can do as a
supervisor is to provide:
Personal Recognition
RECOGNITION -THE FOUR KEYS
Recognition is #1 Motivator
1.
Should be timely
2.
Should be appropriate for the action/effort
3.
Should be meaningful to the individual
4.
Should be public
WHAT GETS REWARDED GETS
REPEATED!
WHAT GETS REWARDED GETS
REPEATED!
WHAT GETS REWARDED GETS
REPEATED!
RECOGNITION CONCEPTS

How do we reward bad behavior?
 Ignore
 Give
in
 Shift work

How do we reward good work?
More work
WHAT ARE WE REWARDING?
Poor performance
 Not doing the job right
 Lack of responsibility
 Poor attendance
 Acting out

What do we NEED to reward?
WHAT CAN YOU DO WITHOUT MONEY
Physical Plant
No Cost Recognition Ideas
WHAT CAN YOU DO IN THE SYSTEM?
Investing in Your Staff
Creating Development Opportunities
RECOGNITION PROGRAMS
Some sample recognition programs
Custodial Services
 Riot Recognition
 100% Club

TITAN EXCELLENCE AWARDS
Always nominate someone
 Address all the items
 Get 2 – 3 Additional Statements

TITAN EXCELLENCE AWARDS

Creativity
 How
has the employee changed things?
 What does the employee do that is different
 New Policies, New Processes, New Services
“…makes an effort to identify ways to complete the work that
will save money, reduce waste and improve productivity…”
TITAN EXCELLENCE AWARD

Initiative
 What
has the employee suggested
 How is the employee moving things forward
 Suggestions, Problem-Solving, Changes
“… makes an effort to look for materials, processes and process
improvements and to present them as alternatives.”
TITAN EXCELLENCE AWARDS

Leadership and/or Teamwork
 How
does the employee own their job?
 How does the employee support teamwork
 Vision, Coordination, Volunteering
“… using his knowledge and experience to help improve the
work processes, training other staff in work procedures…”
TITAN EXCELLENCE AWARD

Promotion of the University’s Image
 How
do the employee’s actions positively affect
student and visitor experience
 Appearance, Convenience, Service
“… is committed to doing quality work in order to maintain or
improve the physical appearance of the campus.”
TITAN EXCELLENCE AWARD

Special Contributions
 How
does the employee stand out or add value to
the department
 Excellence, Role Model, Commitment
“… commitment to producing a top-quality product on time
and on or under budget helps the whole campus to better
utilize resources...”
TITAN EXCELLENCE AWARDS

Additional Comments
 What do
people need to know about the employee
 Employee deserves the award
“… provides excellent customer service and understands and
communicates effectively with customers regarding their
needs.”
INVESTING IN YOUR STAFF
Your staff are your most important resource
 You need to invest your time & energy

 Coaching
 Mentoring
 Career
Development
Investing in Your Staff
The Big Picture
CIRCLE OF LIFE
IT’S YOUR FAULT
If your staff is motivated and productive – it’s
your fault!
 If your staff is not motivated – it’s your fault!
 If your staff are not motivated, you need to
change what you do

THE GOOD NEWS

You can begin to motivate your staff
Today!
WHAT TO DO?
Express personal concern
 Invest your time and energy
 Provide clear directions
 Provide clear and open communications
 Express your APPRECIATION!


Total cost = $0
DISCUSSION

Why am I wrong?
WRAP-UP DISCUSSION
 What gets
rewarded gets repeated
 Staff will motivate themselves
 The best motivation is a personal thank you
 You are responsible for how your staff performs