Dr. Dimitra Iordanoglou
diordan@otenet.gr
Department of Communication, Media and Culture
Panteion University, Athens Greece
Dr. Dimitra Iordanoglou, Panteion University
Motivating others
Dr. Dimitra Iordanoglou, Panteion University
What is it?
The leader’s ability to create a climate which empowers others and energizes them
to do their best, promotes confidence and optimistic attitudes
This kind of leader is someone people like working for and with.
Dr. Dimitra Iordanoglou, Panteion University
Employee Motivation
Motivation (and emotion) come from the same Latin word movere
Motivation refers to the forces within a person that
affect the direction, intensity and persistence of
voluntary behaviour
Motivated employees are willing to exert a particular level of effort (intensity)
for a certain amount of time (persistence) towards a particular goal (direction)
Latham & Pinder (2005)
Dr. Dimitra Iordanoglou, Panteion University
Employee Motivation
The challenge of motivating staff
is particularly true for younger
people in the workforce
According to a survey more than
40% of employees aged 25-34
sometimes or frequently feel
demotivated compared to 30%
of employees aged 35-44 and
only 18% of those 45-54
(Lachnit 2002)
Dr. Dimitra Iordanoglou, Panteion University
The FISH philosophy video
 The Seattle Fish Market (duration 1.40 min)
 http://www.youtube.com/watch?v=2-rwLt7m7RE
Dr. Dimitra Iordanoglou, Panteion University
Motivation theories
 The hierarchy of needs (Maslow 1943, 1954)
 The learned needs theory (McClelland 1961)
 Dual factor theory (Herzberg 1976)
 The 4-drive theory
(Lawrence and Nohria 2002)
 Management by objectives (Drucker 1954)
Dr. Dimitra Iordanoglou, Panteion University
Maslow’s hierarchy of needs
Dr. Dimitra Iordanoglou, Panteion University
The learned needs theory
(McClelland 1961)
Need strength can be altered by social influences
 Need for Achievement
 Need for Affiliation
 Need for Power
- Personalized power
- Socialized power
Dr. Dimitra Iordanoglou, Panteion University
13A: The Three Social Needs
 OBJECTIVE: To help participants identify their dominant
needs.
 ESTIMATED TIME: 20-30 min.
 DESCRIPTION: View the picture for 10-15 seconds and then
write the story it suggests. Through the story, identify your
dominant needs.
Dr. Dimitra Iordanoglou, Panteion University
Dr. Dimitra Iordanoglou, Panteion University
Dual factor theory (Herzberg 1976)
Dr. Dimitra Iordanoglou, Panteion University
The 4-drive theory
(Lawrence and Nohria, 2002)
Emotions play a central role in employee motivation
 Drive to acquire. The drive to seek, take, control and retain
objects and personal experiences. It is the foundation of
competition and need for esteem and recognition in society
 Drive to bond. The drive to form social relationships and
develop mutual caring commitments with others
 Drive to learn. The drive to satisfy our curiosity, to understand
ourselves and the environment around us.
 Drive to defend. The drive to protect ourselves physically and
socially. It creates a “fight or flight” response in the face of personal
danger
Dr. Dimitra Iordanoglou, Panteion University
Practical implications of the 4drive theory
 Ensure that individual jobs and workplaces
provide a balanced opportunity to fulfill all 4
needs
 Best leaders and workplaces provide
sufficient rewards, learning opportunities,
social interactions and sense of security for
all employees
 Competing drives demand our attention
Dr. Dimitra Iordanoglou, Panteion University
Two basic brain motivation
systems
 Approach or activation system =
REWARD
 Avoidance or inhibition system =
THREAT
“Minimize threat – Maximize rewards”
Dr. Dimitra Iordanoglou, Panteion University
Emotions and approach - avoidance
Doing poorly
Anxiety and fear
Rewards / approach
Doing well
Excitement and joy
Doing well
Relief and calm
Threat / avoidance
Doing poorly
Sadness and loss
Dr. Dimitra Iordanoglou, Panteion University
Goal setting
S M A R T goals
S
M
A
R
T
pecific
easurable
ligned
ealistic
ime bound
Dr. Dimitra Iordanoglou, Panteion University
Management by objectives
(Drucker 1954)
Behind the principle of Management by Objectives (MBO) is for employees to have
a clear understanding of the roles and responsibilities expected of them.
Some of the important features and advantages of MBO are:
 Motivation
 Better communication and coordination
 Clarity of goals
 Allignment to the organization's objectives.
 Subordinates tend to have a higher commitment to objectives they set for
themselves than those imposed on them by another person.
 Everybody will be having a common goal for whole organization. That means, it is a
directive principle of management.
Dr. Dimitra Iordanoglou, Panteion University
13B: Motivation in STL
 OBJECTIVE:
To help participants elaborate on motivation theories and understand
the needs of employees in order to manage them more effectively.
 ESTIMATED TIME: 40-45 min.
 DESCRIPTION:
Read the case study and discuss the following questions as a group:
 According to the motivation theories you have been taught, which needs of
each employee are met and which aren’t?
 Which actions should STL take in order to improve the motivation of the three
employees?
Dr. Dimitra Iordanoglou, Panteion University
Developmental activities

Follow the basic rules of inspiring others: Communicate to people that what they do is
important. Delegate a variety of enriching, challenging assignments and celebrate
successes. Show interest in them and approach mistakes as learning opportunities. Be
generous with your thanks.

Provide challenges, communicate that the work is worthwhile, craft opportunities for
learning and growth, and empower others with a measure of autonomy.

Figure out what drives people: Observe their behavior (what do they do first?), their
speech (do they use a lot of details and concepts?), their emotion (what are their hot
buttons?), their values (are they driven by money, integrity, recognition?)

Be able to speak people’s language at their level: This demonstrates respect for them
and allows them to communicate freely.

Bring others into your world: Explain your thinking and your perspective. Tell the things
that interest and motivate you.
 Know a little about others: Learn three non-work-related things about them, such as
their family, their hobbies, their home. Look for things you have in common to talk about.

Turn a negative into a motivator: Take a negative characteristic and show how it can be
turned into a positive. For example, if someone is clannish, show him or her how to get
involved in the mainstream.
Dr. Dimitra Iordanoglou, Panteion University
Dr. Dimitra Iordanoglou, Panteion University