What motivates your employees?
Tue, August 12, 2014 at 14:57
Brad Spiegel in Alison Fragale, IHRSA Institute, IHRSA Live, Meetings & Events, motivation, staff

Motivation is no stranger in the health and fitness industry. It is used in many different ways on the gym floor and during classes in order to get clients to achieve goals and make changes to live a healthier lifestyle.

But what about motivation in order to get your staff to work harder? Essentially what managers are hoping for is no different that what clients hope to achieve - hit goals and live a healthier work lifestyle (which, really, is be more effective).

The IHRSA Institute’s first Leadership Session, by University of North Carolina Kenan-Flagler Business School Professor Alison Fragale, looked at how managers can use motivation to get better production out of their teams.

Fragale, professor of Organizational Behavior, explained that effort has to be put forth in order for motivation to work. She used the EPO model (effort, performance, outcome), which shows how the individual determines their own effort. There are three questions that need to be answered to best determine whether there is effort or not:

  1. If I put forth the effort, will I be successful? (going from effort to performance in the EPO model)
  2. If I am successful, will I get the outcome I want? (going from performance to outcome)
  3. Do I value the outcomes? (outcome)

She explained that in order for you to get someone to put an effort for you, all three questions need a “yes” answer.

“EPO is in the eye of the beholder,” Fragale said. “Other’s perspective of the answers is what matters, even if they are wrong.”

Fragale laid out a few ideas on how motivation can improve effort, which in turn will improve performance and, yes, improve the outcome.

One idea that can set a good foundation is outsourcing inspiration. In a gym setting, your staff is in constant contact with those benefitting from the work those in the health and fitness industry do. Let the beneficiaries’ results speak for themselves. She explained that ideological messages that are delivered by managers can be seen by workers as having ulterior motives connected to them.

“Contact with beneficiaries is most motivating for those low in discipline, dependability, organization and persistence,” Fragale said.

Other areas she touched on were designing jobs to increase intrinsic rewards, goal setting, and let people find their own purpose.

Fragale posed four considerations to the managers in the room:

  1. Who in the organization can benefit from contact with beneficiaries?
  2. What could contact with beneficiaries look like in your organization?
  3. Are inspirational appeals best delivered by you or someone else?
  4. Who could use self-persuasion?

“People are more common than they are different,” Fragale said. “It is how you take their commonalities to predict how they will behave and how you use that knowledge to make your organization more effective.”

For more on the IHRSA Institutte, which ran Aug. 5-8, 2014, go to ihrsa.org/live.



Article originally appeared on IHRSA (http://www.ihrsa.org/).
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