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    Hame501 - Tool Motivating Others

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    Mariana Oliveira

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    © All Rights Reserved
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    Hame501 - Tool Motivating Others

    Uploaded by

    Mariana Oliveira
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    hame501_tool-motivating-others

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    Copyright:

    © All Rights Reserved
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    2 views2 pages

    Hame501 - Tool Motivating Others

    Uploaded by

    Mariana Oliveira

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    of 2

    HAME501: Becoming a Powerful Leader

    Cornell University School of Hotel Administration

    Tool: Motivating Others

    In order to drive higher performance, you must first recognize the factors that strengthen
    or diminish outcomes in the workplace. Motivational factors have the capability of
    driving performance, increasing motivation, and solidifying commitment. On the
    contrary, environmental factors are more likely to impact negative outcomes. That is,
    when they are not present in the workplace or are unsupportive, research has shown
    that the result is employee dissatisfaction.

    Motivational (Intrinsic) Factors


    Environmental (Extrinsic) Factors
    impact satisfaction, motivation,
    impact job satisfaction
    commitment

    Sense of Achievement Supervision

    Recognition Policies, Procedures & Systems

    Fulfilling Work Working Conditions

    Level of Responsibility Interpersonal Relations

    Opportunity for Advancement Work/Life Balance

    Personal and Professional Growth Salary, Benefits & Status

    1
    © 2016 eCornell. All rights reserved. All other copyrights, trademarks, trade names, and logos are the sole property of their respective owners.
    HAME501: Becoming a Powerful Leader
    Cornell University School of Hotel Administration

    Assess where you and your organization stand in terms of fostering motivational and
    environmental factors that support your employees. Implement or strengthen
    environmental factors where you can. On a more granular level, avoid job enlargement
    (simply giving your employees more of the same tasks to do) and instead enrich their
    roles and responsibilities.

    Job enrichment plays an integral role in motivating others. Use the strategies below to
    integrate job enrichment into roles and responsibilities of your staff.

    • Skill variety—The degree to which an employee can use multiple skills, talents,
    and cognitive thinking to perform a job.

    • Task identity—The degree to which the employee can perform a job from start
    to finish. In other words, can the employee complete the job from beginning to
    end with a tangible outcome? Is he or she performing assembly-line-type work,
    or is it possible to be responsible for an entire job from start to finish?

    • Task significance—The degree to which an employee can see how important


    his or her job is to the success of the business. Does the employee see how his
    or her job contributes to generating revenues, increasing efficiencies, and
    ultimately the customer/client experience and the bottom line?

    • Autonomy—The degree to which the employee has some decision-making


    power over how he or she approaches the work, identifies the procedures for
    accomplishing it, and improves the outcome.

    • Feedback—The degree to which the employee receives both positive and


    constructive observations from you about how he or she is approaching the job
    and accomplishing the tasks. This is where the manager plays a central role!

    These five characteristics are key to job enrichment. To the degree you can infuse a job
    with them, no matter how mundane, you will see some important outcomes (high
    performance, high satisfaction) and, ultimately, increase the intrinsic motivational levels
    of your staff.

    2
    © 2016 eCornell. All rights reserved. All other copyrights, trademarks, trade names, and logos are the sole property of their respective owners.

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