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  **SATEX Bank**  **Successful Employee Motivation**    **Presented by**  **Joy Hindes, Founder**  **Michael Tezel, Editor**  **Danny Martinez, Consultant**  **Dustin Durr, Consultant**  **Dawn Vrana, Consultant**      <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;"> <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;"> <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;"> <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;"> <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;"> <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;"> <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;"> <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;"> <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;"> <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;"> <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;"> **Motivate, Inc.** <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;"> **123 A&M Blvd.** <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;"> **San Antonio, TX 78112** <span style="color: red; font-family: 'Times New Roman','serif'; font-size: 12pt;"> <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;"> <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;"> <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;"> <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;"> <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;"> <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;"> <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;"> <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;"> <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;"> <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;"> <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;"> <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;"> <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;"> <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;"> <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;"> <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;"> <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;"> <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;"> <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;"> <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;"> <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;"> <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;"> <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;"> <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;"> <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;"> <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;"> <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;"> <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;"> <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;"> <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;"> <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;"> <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;"> <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;"> <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;"> <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;"> <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;"> <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;"> <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;"> <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;"> <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;"> <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;"> <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;"> <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;"> <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;"> <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;"> <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;"> <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;"> <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;"> **Table of Contents** <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;"> <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;"> **Executive Summary** <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;"> <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;"> **I. Introduction** <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;"> **A. What is Motivation?** <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;"> **B. Motivational Problems** <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;"> **C. Motivational Objectives** <span style="font-family: 'Times New Roman','serif'; font-size: 12pt; line-height: 115%;"> <span style="font-family: 'Times New Roman','serif'; font-size: 12pt; line-height: 115%;"> **II. Goal Setting** <span style="font-family: 'Times New Roman','serif'; font-size: 12pt; line-height: 115%;"> **A. Implementing Goal-Setting as a Motivational Tool** <span style="font-family: 'Times New Roman','serif'; font-size: 12pt; line-height: 115%;"> **B. Planning and Evaluating Employee Goals** <span style="font-family: 'Times New Roman','serif'; font-size: 12pt; line-height: 115%;"> **C. Goal Accomplishment** <span style="font-family: 'Times New Roman','serif'; font-size: 12pt; line-height: 115%;"> <span style="font-family: 'Times New Roman','serif'; font-size: 12pt; line-height: 115%;"> **III. Work Environment** <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;"> **A. Manager and Employee Relationship** <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;"> **B. Employee Behavior** <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;"> **C. Rewarding Performance**

<span style="font-family: 'Times New Roman','serif'; font-size: 12pt;"> **IV. Participatory Management A. Decision Making** <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;"> **B. Work Teams C. Job Enrichment** <span style="font-family: 'Times New Roman','serif'; font-size: 12pt; line-height: 115%;"> <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;"> **V. Expectancy Theory of Motivation** <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;"> **A. Valence, Expectancy, Instrumentality B. Motivational Problems C. Results of Expectancy Theory** <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;"> <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;"> **VI. McClelland's Need Theory A. Need for Achievement B. Need for Power C. Need for Affiliation** <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;"> **VII. Rewarding Performance** <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;"> **A. Employee Rewards** <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;"> **B. Employee Benefits** <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;"> **C. Appraisal Techniques** <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;"> <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;"> **VIII. Conclusion** <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;"> <span style="font-family: 'Times New Roman','serif'; font-size: 12pt; line-height: 115%;"> __<span style="font-family: 'Times New Roman','serif'; font-size: 12pt;">**Executive Summary** __<span style="font-family: 'Times New Roman','serif'; font-size: 12pt;">

<span style="font-family: 'Times New Roman','serif'; font-size: 12pt; line-height: 200%;"> Motivate, Inc. is pleased to provide SATEX Bank with the consulting tools we will use to get your employees motivated. Our first task, as your consultant will be to explain what motivation is and how it relates to the work environment. We will next be asking managers and employees what their work related goals are for both the short-term and the long-term. Having a set of goals in place gets everyone motivated. Once we know the goals of the organization, we will look at the work environment and how we can modify employee behavior to get employees and managers working together for the benefit of the organization. <span style="font-family: 'Times New Roman','serif'; font-size: 12pt; line-height: 200%;"> Some of the motivating tools we will use to get your employees motivated include participatory management, Expectancy Theory of Motivation, and McClelland’s Need Theory. By using a variety of motivating tools you will see increased productivity as well as satisfied employees. Included in our consulting service, we will also be providing suggestions on how you, the manager, can reward your employees for satisfactory performance. Rewards for outstanding performance or for a goal accomplished will increase your employee’s motivation as they begin looking forward to the next goal. These rewards can be in many forms; including gift certificates, promotions, or prizes which can be earned, such as trips. <span style="font-family: 'Times New Roman','serif'; font-size: 12pt; line-height: 115%;"> <span style="font-family: 'Times New Roman','serif'; font-size: 12pt; line-height: 115%;"> <span style="font-family: 'Times New Roman','serif'; font-size: 12pt; line-height: 115%;"> <span style="font-family: 'Times New Roman','serif'; font-size: 12pt; line-height: 115%;"> <span style="font-family: 'Times New Roman','serif'; font-size: 12pt; line-height: 115%;"> <span style="font-family: 'Times New Roman','serif'; font-size: 12pt; line-height: 115%;"> <span style="font-family: 'Times New Roman','serif'; font-size: 12pt; line-height: 115%;"> <span style="font-family: 'Times New Roman','serif'; font-size: 12pt; line-height: 115%;"> __<span style="font-family: 'Times New Roman','serif'; font-size: 12pt; line-height: 115%;">**Introduction** __ <span style="font-family: 'Times New Roman','serif'; font-size: 12pt; line-height: 200%;"> Have you heard of the exciting motivational company known as Motivate, Inc.? That's us! We have helped many global corporations enhance their employee participation and we can do the same for your company! We will help you unleash your employees' potential and advance your goals. We are experts in our field and we want to help you motivate your employees by letting us work for you. You need Motivate, Inc. <span style="font-family: 'Times New Roman','serif'; font-size: 12pt; line-height: 200%;"> To fully understand motivation, behavior, and performance one must consider how the three basic elements of the work situation interact - the individual, the job, and the work environment. Max Weber, an early German organizational scholar, argued that the meaning of work lies not in the work itself but in its deeper potential for contributing to a person’s ultimate salvation (Nelson, Quick, p. 69). Studies have confirmed the positive effects of pay incentives on productivity but also demonstrated the importance of social and interpersonal motives (Nelson, Quick, p. 70). Most economic assumptions about human motivation emphasize financial incentives. <span style="font-family: 'Times New Roman','serif'; font-size: 12pt; line-height: 200%;"> There are three basic causes for motivational problems in the workplace; a person’s belief that effort will not improve performance, a person’s belief that performance will not result in rewards, and the value a person places on the rewards. The solution to these motivational problems is to alter the person’s belief in that performance. Our job as your consultant is to change that person’s beliefs and lead them to become motivated (Nelson, Quick, p. 81). <span style="font-family: 'Times New Roman','serif'; font-size: 12pt; line-height: 200%;"> Our objective as your motivational consulting company is to improve productivity and profits for your company, by changing your employees’ motivational behavior. We will change your employees work behavior with the help of our motivating tools that will enhance their jobs and motivate them to work harder and be more productive employees. We will first evaluate your workforce and then begin implementing changes that will motivate your employees to behave like they own the company. As they become motivated they will see an increased benefit in job satisfaction and the ultimate reward. __<span style="font-family: 'Times New Roman','serif'; font-size: 12pt; line-height: 200%;">**Goal Setting** __ <span style="font-family: 'Times New Roman','serif'; font-size: 12pt; line-height: 200%;"> Using goal setting as a motivational tool will increase employee effort as well as improve task performance by giving your employees a sense of responsibility, achievement, recognition, and advancement (Nelson, Quick, p. 88). These motivational factors can lead to positive mental health, challenge people to grow, contribute to the work environment and employees will invest themselves in the organization (Nelson, Quick, p. 81). With Motivate, Inc. as your consultant, we can help you set up goals for all your employees based on task responsibility and position within the company; that will provide increased motivation leading to increased productivity. <span style="font-family: 'Times New Roman','serif'; font-size: 12pt; line-height: 200%;"> Two central ingredients in goal-setting programs are planning and evaluation (Nelson, Quick, p. 89). As your motivational consultant we will teach you how to ensure employee participation, supervisory commitment, and how useful performance feedback can help your employees achieve the anticipated “goal” (Nelson, Quick, p. 88). Goal acceptance leads to goal commitment and then to goal accomplishment while also reducing stress because it clarifies the task-role expectations for employees (Nelson, Quick, p. 89). Our goal-setting programs are designed to enhance performance, especially when incentives are associated with goal achievement (Nelson, Quick, p. 89). We have found the higher you set the goal, the better the performance; that is people work harder to reach difficult goals (Nelson, Quick, p. 88). __<span style="font-family: 'Times New Roman','serif'; font-size: 12pt; line-height: 200%;">**Work Environment** __ <span style="font-family: 'Times New Roman','serif'; font-size: 12pt; line-height: 200%;"> The work environment is another area where we can help you manage your employees by changing the relationship between management and employees from one of conflict to one of cooperation where everyone works together to enlarge the total profits. Poor performance can be triggered by poorly designed work systems, poor selection processes, inadequate training and skills development, lack of personal motivation, and personal problems (Nelson, Quick, p. 95). Employees who are angry can create sabotage, work slowdowns, and work stoppages reducing the motivation of other employees (Nelson, Quick, p. 95). As your consultant, we will provide valuable information that will ensure a change in the work environment and increased motivation of your employees. <span style="font-family: 'Times New Roman','serif'; font-size: 12pt; line-height: 200%;"> Changes in an employee’s behavior can motivate those around them to be positive or negative depending on the circumstances. A person with an attractive and pleasurable behavior will lead to positive consequences such as praise from a supervisor, a pay increase, a bonus, promotion, or possibly a transfer to a higher paying job. A person with a negative behavior may face disciplinary action, an undesirable transfer, a demotion, or harsh criticism from a supervisor. Positive behavior should be rewarded so they are more likely to recur and negative behavior should be punished so it is less likely to recur (Nelson, Quick, p. 84). As your consultant we will show you how to turn unattractive or aversive behavior into positive behavior. __<span style="font-family: 'Times New Roman','serif'; font-size: 12pt; line-height: 200%;">**Participatory Management** __<span style="font-family: 'Times New Roman','serif'; font-size: 12pt; line-height: 200%;"> Participatory management can be a great motivating tool for your organization. Research has shown that when employees are involved in the decision making process there is increased employee creativity, higher job satisfaction, increased productivity, and performance levels (Nelson, Quick, p. 165). Employees can participate in the decision making process by identifying problems, generating alternatives, selecting solutions, planning implementations, or evaluating results (Nelson, Quick, p. 165). Employee participation in decision making can also improve a company’s economic performance when the employee feels like they are a part of the organization and have a greater sense of responsibility (Nelson, Quick, p. 164). Work teams provide another incentive for motivating your employees as there is shared leadership, mutual accountability, and collective work products (Nelson, Quick, p. 133). An advantage to having teams is there is increased awareness as each member brings new ideas to the table. Teams don’t necessarily have to work at the same location. There could be a team of employees working at different branch locations that will work together to coordinate a department and insure that all branch locations are updated to any changes mandated at the corporate level and help insure a smooth transition as each member of the team provides feedback that could be beneficial to the organization. <span style="font-family: 'Times New Roman','serif'; font-size: 12pt; line-height: 200%;"> Job enrichment will increase employee motivation by increasing the employee’s job responsibility leading to increased recognition and the opportunity for achievement (Nelson, Quick, p. 221). As the employee gains knowledge and is given an opportunity to express their opinion their behavior will change and they will become motivated to help the organization remain profitable and succeed. When the employee believes his opinion may be valuable to the organization, their job becomes more than just a paycheck at the end of the week; they want to help the company succeed. <span style="font-family: 'Times New Roman','serif'; font-size: 12pt; line-height: 200%;"> Long-term benefits of participatory management are greater rewards through enhanced organizational profitability. With participatory management employees add value to the organization and are more satisfied with their job; increasing the chance they will remain a loyal and dedicated employee. There are a couple of key problems when implementing job enrichment which will dissipate over time. The first problem is an expected drop in performance as workers accommodate to the changes and the other problem is supervisors who may experience anxiety or hostility as a result of an employees’ increased responsibility (Nelson, Quick, p. 221). <span style="font-family: 'Times New Roman','serif'; font-size: 12pt; line-height: 200%;"> __**Expectancy Theory of Motivation**__ <span style="font-family: 'Times New Roman','serif'; font-size: 12pt; line-height: 200%;"> To help motivate your employees, we will look at Vroom's Expectancy Theory of Motivation which focuses on personal perceptions of the performance process (Nelson, Quick, p. 80). The focus of this theory is that people expect certain outcomes or expect to be rewarded for performing a function or achieving a goal which can be thought of as their reward for performing work (Nelson, Quick, p. 80). We will look at the three key factors: valence, expectancy, and instrumentality to see how these elements will increase your employees’ motivation. <span style="font-family: 'Times New Roman','serif'; font-size: 12pt; line-height: 200%;"> <span style="font-family: 'Times New Roman','serif'; font-size: 12pt; line-height: 200%;"> Valence is the individuals preference and the value that individual places on the expected outcome; for the outcome of valence to be positive the individual must want the preferred outcome to be positive. Different people expect a different reward for the same outcome depending on how much value a person places on that outcome (Nelson, Quick, p. 80). Expectancy is simply the belief that effort leads to performance. It is the belief that someone will do much better if they just set their mind to the task and tell themselves "I am going to this!” Instrumentality is the belief that the more effort a person gives leads to a "better" performance which is directly linked to rewards. Together, these three key items make an impact on a persons' motivation to do better in their performance. <span style="font-family: 'Times New Roman','serif'; font-size: 12pt; line-height: 200%;"> There are different solutions to motivating your employees using the Expectancy Theory. If an employee believes that effort will not improve their performance, we need to find a solution to alter this belief by giving them the tools needed to increase effort. If the employee does not believe that performance is related to rewards, we can alter their belief and they can be shown how an increase in performance can increase rewards (Nelson, Quick, p. 81). Studies have shown that people work to maximize their own personal outcomes. Younger people tend to think only of themselves while older people who have been in the workforce for a period of time tend to act morally mature and have universal ethical principles. __<span style="font-family: 'Times New Roman','serif'; font-size: 12pt; line-height: 200%;">**McClelland’s Need Theory** __ <span style="font-family: 'Times New Roman','serif'; font-size: 12pt; line-height: 200%;"> Another motivational theory is the McClelland Need Theory which focuses on personality and learned needs. These needs are known as the need for achievement, need for power, and need for affiliation (Nelson, Quick, p. 72). Our job as your motivational consultant is to identify which of these needs is high or low for each of your employees so that we can develop a plan of action according to each individual's behavior. While some employees may have a high need for achievement, others will have a low to moderate need for achievement. As well, the need for power and the need for affiliation will differ with each individual’s personality. As you learn what personality type each employee has, you will be equipped with the tools to alter or complement their motivational habits. <span style="font-family: 'Times New Roman','serif'; font-size: 12pt; line-height: 200%;"> The McClelland Theory found that individuals with a high need for achievement set goals that are moderately difficult, like to receive feedback on their progress towards goals, and they do not like having other people interfere with progress toward their goals. McClelland found these people perform best as they develop expertise in their chosen endeavors; they can work alone or with others depending on the situation (Nelson, Quick, p. 73). Having high achievers in your organization can be a great motivator for your other employees. <span style="font-family: 'Times New Roman','serif'; font-size: 12pt; line-height: 200%;"> Another great motivating factor for many is the need for power. The best managers are those with socialized power; which is used for the benefit off many. The need for power is interpersonal and for the right person it can be a great asset to your company as it includes the desire to influence others, to change people, and the wish to make a difference in life (Nelson, Quick, p. 73). As your consultant we will also be looking for those individuals who have personalized power, as these individuals only want to advance themselves, we will show you how to recognize and change that behavior to one of socialized power. Need for affiliation is another motivating tool as those with a high need for affiliation like to establish close, intimate relationships with others. With a close knit work group there is less likely to be conflict within the group as employees build trustful relationships with their coworkers and building trustful relationships is important in each theory. __<span style="font-family: 'Times New Roman','serif'; font-size: 12pt; line-height: 115%;">**Rewarding Performance** __ <span style="font-family: 'Times New Roman','serif'; font-size: 12pt; line-height: 200%;"> For many employees the greatest motivating factor in any job is the reward for job satisfaction. The reward can be a variety of things not just the paycheck at the end of the week. Employees are motivated by being content with their job, having co-workers whom they get along with, vacations, sick leave, promotions, holiday pay and even prizes which can be earned such as trips, tickets to concerts or sporting events, gift certificates, an extra day off with pay. In a recent study of pay for performance, it was found employees all produced more under a pay for performance scheme (Nelson, Quick, p. 84). <span style="font-family: 'Times New Roman','serif'; font-size: 12pt; line-height: 200%;"> Strategic rewards that help motivate behavior, actions, and accomplishment to advance the organization toward specific business goals include training, educational opportunities, stock options, and recognition awards such as travel (Nelson, Quick, p. 84). Rewarding individuals fosters autonomous and independent behavior, encouraging creativity, problem solving, and distinctive contributions to the organization (Nelson, Quick, p.94). Collective profit sharing can also improve performance. <span style="font-family: 'Times New Roman','serif'; font-size: 12pt; line-height: 200%;"> Performance appraisals can provide input for reward decisions. Reward decisions are among the most difficult and complicated decisions managers make (Nelson, Quick, p. 94). Performance appraisal systems should improve the accuracy of measured performance and increase its agreement with actual performance. Performance feedback can be a constructive learning experience if done properly. Supervisors should start coaching and counseling sessions with something positive. After rapport is established then the evaluator can introduce difficult and negative material. By keeping the employees motivation positive they will take your comments constructively. __<span style="font-family: 'Times New Roman','serif'; font-size: 12pt; line-height: 200%;">**Conclusion** __<span style="font-family: 'Times New Roman','serif'; font-size: 12pt; line-height: 200%;"> <span style="font-family: 'Times New Roman','serif'; font-size: 12pt; line-height: 200%;"> Motivate, Inc. is looking forward to working with SATEX Bank as your motivational consultant. By implementing the strategies we have defined we are confident you will see a change in your employees’ motivational behavior as well as growth in your company profits. As motivation in the workplace increases you will see an improvement in the behavior of your employees. Motivation can change the personality and behavior of your employees that will lead to a rewarding performance. If there are any questions or concerns we have not addressed in this presentation, please let us know and we will be happy to assist in providing the answers. <span style="font-family: 'Times New Roman','serif'; font-size: 12pt; line-height: 200%;"> <span style="font-family: 'Times New Roman','serif'; font-size: 12pt; line-height: 200%;"> <span style="font-family: 'Times New Roman','serif'; font-size: 12pt; line-height: 200%;"> <span style="font-family: 'Times New Roman','serif'; font-size: 12pt; line-height: 200%;"> <span style="font-family: 'Times New Roman','serif'; font-size: 12pt; line-height: 200%;"> <span style="font-family: 'Times New Roman','serif'; font-size: 12pt; line-height: 200%;"> <span style="font-family: 'Times New Roman','serif'; font-size: 12pt; line-height: 200%;"> <span style="font-family: 'Times New Roman','serif'; font-size: 12pt; line-height: 200%;"> <span style="font-family: 'Times New Roman','serif'; font-size: 12pt; line-height: 200%;"> <span style="font-family: 'Times New Roman','serif'; font-size: 12pt; line-height: 200%;"> __<span style="font-family: 'Times New Roman','serif'; font-size: 12pt; line-height: 200%;">**Past Client Summaries** __ Our past client list includes several well known global organizations with whom we have done business with in the past. We encourage you to contact any of these companies about our motivational techniques and results. <span style="font-family: 'Times New Roman','serif'; font-size: 12pt; line-height: 200%;"> Durr Oil and Energy has been successful in motivating their workers by staying away from negative psychoanalysis and keeping employees motivated with a positive workplace environment by offering other fringe benefits. Here interns are given considerably important jobs which help their esteem needs and self actualization needs (Nelson, Quick, 2009, p. 71). Employees are given numerous opportunities to grow within the business and realize their need for power. Their need for achievement is tested as they grow with the company. There are also many group and team activities which help with the need for affiliation. Motivate, Inc. has helped Durr Oil’s employees stay motivated to generate new ideas for the company. Inksharp, an offshoot mix from IBM and Ricoh founded in June 2007, operates with 2,700 employees throughout many countries and is headquartered in Boulder, Colorado. Inksharp approached Motivate, Inc. for a solution to offering incentive awards to employees, besides the traditional cash incentives, for its employee recognition program; something that would set it apart from the corporate crowd. We created a points system based on appreciation and value impact awards where points can be given or transferred between employees allowing employee empowerment and participative decision making. Points may be redeemed for merchandise and will be the main awards program for the company, ahead of cash awards. Feedback from Inksharp says this has helped the company be viewed by its employees and the public as a uniquely different type of corporate company with alternative values on performance and has generated additional employee motivation. Increasing employee motivation at Hindes Construction Company was their main focus for hiring Motivate, Inc. Employees were given an option of a larger guaranteed salary knowing they would be receiving a reduced year-end bonus if the company did well and came in above budget or they could take the option of receiving a minimum salary with the potential for a larger year-end bonus based on the percentage of anticipated company profits. This follows the concept of rewarding the behavior by increasing the output (Nelson & Quick, 2009, p. 53). Since this motivational concept has been implemented, the employees are motivated by self-interest and more inclined to help the business succeed with the employee being rewarded with additional pay. <span style="font-family: 'Times New Roman','serif'; font-size: 12pt; line-height: 200%;"> Body Thirst, an innovative sport attire/gear company, was having difficulty with employee turnover and job dissatisfaction when they asked Motivate, Inc. to evaluate their employees and offer a solution for their employees’ behavior. Working with their management team we analyzed every individual employee’s satisfaction of valence, expectancy, and instrumentality beliefs (Nelson & Quick, 2009, p. 80). Our first recommendation was to fill management positions with key employees that have tremendous leadership skills and can handle tough decisions, responsibility and pressure. These key employees now keep the team motivated with positive thinking, communication, and leadership skills which are key ingredients for a business to have motivated employees. With our help, the CEO and upper management now know employees are motivated because they feel needed, appreciated and valued. We have also suggested weekly or monthly meetings, with face-to-face communication as a requirement. Team communication is vital; making team member’s part of the work environment by letting their voices be heard, has improved attitude and increased motivation. <span style="font-family: 'Times New Roman','serif'; font-size: 12pt; line-height: 200%;"> __<span style="font-family: 'Times New Roman','serif'; font-size: 12pt; line-height: 200%;">**References** __ <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;">Nelson, D. L., & Quick, J. C. (Ed.). (2009). ORGB, Mason, OH: South-Western Cengage Learning.
 * __<span style="font-family: 'Times New Roman','serif'; font-size: 12pt; line-height: 115%;">What is Motivation? __<span style="font-family: 'Times New Roman','serif'; font-size: 12pt; line-height: 115%;"> **


 * SATEX Bank**
 * <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;">Successful Employee Motivation **


 * <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;">Presented by **
 * <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;">Joy Hindes, Founder **
 * <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;">Michael Tezel, Editor **
 * <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;">Danny Martinez, Consultant **
 * <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;">Dustin Durr, Consultant **
 * <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;">Dawn Vrana, Consultant **


 * <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;">Motivate Inc. **
 * <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;">123 A&M Blvd. **
 * <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;">San Antonio, TX 78112 **


 * <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;">Table of Contents **


 * <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;">Executive Summary **


 * <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;">I. Introduction **
 * <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;">A. What is Motivation? **
 * <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;">B. Motivational Problems **
 * <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;">C. Motivational Objectives **


 * <span style="font-family: 'Times New Roman','serif'; font-size: 12pt; line-height: 115%;">II. Goal Setting **
 * <span style="font-family: 'Times New Roman','serif'; font-size: 12pt; line-height: 115%;">A. Implementing Goal-Setting as a Motivational Tool **
 * <span style="font-family: 'Times New Roman','serif'; font-size: 12pt; line-height: 115%;">B. Planning and Evaluating Employee Goals **
 * <span style="font-family: 'Times New Roman','serif'; font-size: 12pt; line-height: 115%;">C. Goal Accomplishment **


 * <span style="font-family: 'Times New Roman','serif'; font-size: 12pt; line-height: 115%;">III. Work Environment **
 * <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;">A. Manager and Employee Relationship **
 * <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;">B. Employee Behavior **
 * <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;">C. Rewarding Performance **

A. Decision Making ** C. Job Enrichment **
 * <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;">IV. Participatory Management
 * <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;">B. Work Teams

B. Motivational Problems C. Expected Results of Expectancy Theory **
 * <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;">V. Expectancy Theory of Motivation **
 * <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;">A. Valence, Expectancy, Instrumentality

A. Need for Achievement B. Need for Power C. Need for Affiliation **
 * <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;">VI. McClelland's Need Theory


 * <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;">VII. Rewarding Performance **
 * <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;">A. Employee’s Reward **
 * <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;">B. Employee Benefits **
 * <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;">C. Appraisal Techniques **


 * <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;">VIII. Conclusion **


 * <span style="font-family: 'Times New Roman',serif; font-size: 12pt; line-height: 115%;">__Executive Summary__ **

<span style="font-family: 'Times New Roman','serif'; font-size: 12pt; line-height: 200%;">Have you heard of the exciting motivational company known as Motivate Inc? That's us! We have helped many global corporations enhance their employee participation and we can do the same for your company! We will help you unleash your employees' potential and advance your goals. We are experts in our field and we want to help you motivate your employees by letting us work for you. You need Motivate Inc. <span style="font-family: 'Times New Roman','serif'; font-size: 12pt; line-height: 200%;">To fully understand motivation, behavior, and performance one must consider how the three basic elements of the work situation interact - the individual, the job, and the work environment. Max Weber, an early German organizational scholar, argued that the meaning of work lies not in the work itself but in its deeper potential for contributing to a person’s ultimate salvation (Nelson, Quick, p. 69). Studies have confirmed the positive effects of pay incentives on productivity but also demonstrated the importance of social and interpersonal motives (Nelson, Quick, p. 70). Most economic assumptions about human motivation emphasize financial incentives. There are three basic causes for motivational problems in the workplace; a person’s belief that effort will not improve performance, a person’s belief that performance will not result in rewards, and the value a person places on the rewards. The solution to these motivational problems is to alter the person’s belief in that performance. Our job as your consultant is to change that person’s beliefs and lead them to become motivated (Nelson, Quick, p. 81). Our objective as your motivational consulting company is to improve productivity and profits for your company, by changing your employees’ motivational behavior. We will change your employees work behavior with the help of our motivating tools that will enhance their jobs and motivate them to work harder and be more productive employees. We will first evaluate your workforce and then begin implementing changes that will motivate your employees to behave like they own the company. As they become motivated they will see an increased benefit in job satisfaction and the ultimate reward. <span style="font-family: 'Times New Roman','serif'; font-size: 12pt; line-height: 200%;">Using goal setting as a motivational tool will increase employee effort as well as improve task performance by giving your employees a sense of responsibility, achievement, recognition, and advancement (Nelson, Quick, p. 88). These motivational factors can lead to positive mental health, challenge people to grow, contribute to the work environment and employees will invest themselves in the organization (Nelson, Quick, p. 81). With Motivate Inc. as your consultant, we can help you set up goals for all your employees based on task responsibility and position within the company; that will provide increased motivation leading to increased productivity. Two central ingredients in goal-setting programs are planning and evaluation (Nelson, Quick, p. 89). As your motivational consultant we will teach you how to ensure employee participation, supervisory commitment, and how useful performance feedback can help your employees achieve the anticipated “goal” (Nelson, Quick, p. 88). Goal acceptance leads to goal commitment and then to goal accomplishment while also reducing stress because it clarifies the task-role expectations for employees (Nelson, Quick, p. 89). Our goal-setting programs are designed to enhance performance, especially when incentives are associated with goal achievement (Nelson, Quick, p. 89). We have found the higher you set the goal, the better the performance; that is people work harder to reach difficult goals (Nelson, Quick, p. 88). <span style="font-family: 'Times New Roman','serif'; font-size: 12pt; line-height: 200%;">The work environment is another area where we can help you manage your employees by changing the relationship between management and employees from one of conflict to one of cooperation where everyone works together to enlarge the total profits. Poor performance can be triggered by poorly designed work systems, poor selection processes, inadequate training and skills development, lack of personal motivation, and personal problems (Nelson, Quick, p. 95). Employees who are angry can create sabotage, work slowdowns, and work stoppages reducing the motivation of other employees (Nelson, Quick, p. 95). As your consultant, we will provide valuable information that will ensure a change in the work environment and increased motivation of your employees. Changes in an employee’s behavior can motivate those around them to be positive or negative depending on the circumstances. A person with an attractive and pleasurable behavior will lead to positive consequences such as praise from a supervisor, a pay increase, a bonus, promotion, or possibly a transfer to a higher paying job. A person with a negative behavior may face disciplinary action, an undesirable transfer, a demotion, or harsh criticism from a supervisor. Positive behavior should be rewarded so they are more likely to recur and negative behavior should be punished so it is less likely to recur (Nelson, Quick, p. 84). As your consultant we will show you how to turn unattractive or aversive behavior into positive behavior. Participatory management can be a great motivating tool for your organization. Research has shown that when employees are involved in the decision making process there is increased employee creativity, higher job satisfaction, increased productivity, and performance levels (Nelson, Quick, p. 165). Employees can participate in the decision making process by identifying problems, generating alternatives, selecting solutions, planning implementations, or evaluating results (Nelson, Quick, p. 165). Employee participation in decision making can also improve a company’s economic performance when the employee feels like they are a part of the organization and have a greater sense of responsibility (Nelson, Quick, p. 164). Work teams provide another incentive for motivating your employees as there is shared leadership, mutual accountability, and collective work products (Nelson, Quick, p. 133). An advantage to having teams is there is increased awareness as each member brings new ideas to the table. Teams don’t necessarily have to work at the same location. There could be a team of employees working at different branch locations that will work together to coordinate a department and insure that all branch locations are updated to any changes mandated at the corporate level and help insure a smooth transition as each member of the team provides feedback that could be beneficial to the organization. Job enrichment will increase employee motivation by increasing the employee’s job responsibility leading to increased recognition and the opportunity for achievement (Nelson, Quick, p. 221). As the employee gains knowledge and is given an opportunity to express their opinion their behavior will change and they will become motivated to help the organization remain profitable and succeed. When the employee believes his opinion may be valuable to the organization their job becomes more than just a paycheck at the end of the week; they want to help the company succeed. Long-term benefits of participatory management are greater rewards through enhanced organizational profitability. With participatory management employees add value to the organization and are more satisfied with their job increasing the chance they will remain a loyal and dedicated employee. There are a couple of key problems when implementing job enrichment which will dissipate over time. The first problem is an expected drop in performance as workers accommodate to the changes and the other problem is supervisors who may experience anxiety or hostility as a result of an employees’ increased responsibility (Nelson, Quick, p. 221). To help motivate your employees, we will look at Vroom's Expectancy Theory of Motivation which focuses on personal perceptions of the performance process (Nelson, Quick, p. 80). The focus of this theory is that people expect certain outcomes or expect to be rewarded for performing a function or achieving a goal which can be thought of as their reward for performing work (Nelson, Quick, p. 80). We will look at the three key factors: valence, expectancy, and instrumentality to see how these elements will increase your employees’ motivation. Valence is the individuals preference and the value that individual places on the expected outcome; for the outcome of valence to be positive the individual must want the preferred outcome to be positive. Different people expect a different reward for the same outcome depending on how much value a person places on that outcome (Nelson, Quick, p. 80). Expectancy is simply the belief that effort leads to performance. It is the belief that someone will do much better if they just set their mind to the task and tell themselves "I am going to this!” Instrumentality is the belief that the more effort a person gives leads to a "better" performance which is directly linked to rewards. Together, these three key items make an impact on a persons' motivation to do better in their performance. There are different solutions to motivating your employees using the Expectancy Theory. If an employee believes that effort will not improve their performance, we need to find a solution to alter this belief by giving them the tools needed to increase effort. If the employee does not believe that performance is related to rewards, we can alter their belief and they can be shown how an increase in performance can increase rewards (Nelson, Quick, p. 81). Studies have shown that people work to maximize their own personal outcomes. Younger people tend to think only of themselves while older people who have been in the workforce for a period of time tend to act morally mature and have universal ethical principles. <span style="font-family: 'Times New Roman','serif'; font-size: 12pt; line-height: 200%;">Another motivational theory is the McClelland Need Theory which focuses on personality and learned needs. These needs are known as the need for achievement, need for power, and need for affiliation (Nelson, Quick, p. 72). Our job as your motivational consultant is to identify which of these needs is high or low for each of your employees so that we can develop a plan of action according to each individual's behavior. While some employees may have a high need for achievement, others will have a low to moderate need for achievement. As well, the need for power and the need for affiliation will differ with each individual’s personality. As you learn what personality type each employee has, you will be equipped with the tools to alter or complement their motivational habits. The McClelland Theory found that individuals with a high need for achievement set goals that are moderately difficult, like to receive feedback on their progress towards goals, and they do not like having other people interfere with progress toward their goals. McClelland found these people perform best as they develop expertise in their chosen endeavors; they can work alone or with others depending on the situation (Nelson, Quick, p. 73). Having high achievers in your organization can be a great motivator for your other employees. Another great motivating factor for many is the need for power. The best managers are those with socialized power; which is used for the benefit off many. The need for power is interpersonal and for the right person it can be a great asset to your company as it includes the desire to influence others, to change people, and the wish to make a difference in life (Nelson, Quick, p. 73). As your consultant we will also be looking for those individuals who have personalized power, as these individuals only want to advance themselves, we will show you how to recognize and change that behavior to one of socialized power. Need for affiliation is another motivating tool as those with a high need for affiliation like to establish close, intimate relationships with others. With a close knit work group there is less likely to be conflict within the group as employees build a relationship with their coworkers and building trustful relationships is important in each theory. <span style="font-family: 'Times New Roman','serif'; font-size: 12pt; line-height: 200%;">For many employees the greatest motivating factor in any job is the reward for job satisfaction. The reward can be a variety of things not just the paycheck at the end of the week. Employees are motivated by being content with their job, having co-workers whom they get along with, vacations, sick leave, promotions, holiday pay and even prizes which can be earned such as trips, tickets to concerts or sporting events, gift certificates, an extra day off with pay. In a recent study of pay for performance, it was found employees all produced more under a pay for performance scheme (Nelson, Quick, p. 84). Strategic rewards that help motivate behavior, actions, and accomplishment to advance the organization toward specific business goals include training, educational opportunities, stock options, and recognition awards such as travel (Nelson, Quick, p. 84). Rewarding individuals fosters autonomous and independent behavior, encouraging creativity, problem solving, and distinctive contributions to the organization (Nelson, Quick, p.94). Collective profit sharing can also improve performance. Performance appraisals can provide input for reward decisions. Reward decisions are among the most difficult and complicated decisions managers make (Nelson, Quick, p. 94). Performance appraisal systems should improve the accuracy of measured performance and increase its agreement with actual performance. Performance feedback can be a constructive learning experience if done properly. Supervisors should start coaching and counseling sessions with something positive. After rapport is established then the evaluator can introduce difficult and negative material. By keeping the employees motivation positive they will take your comments constructively. Motivate Inc. is looking forward to working with SATEX Bank as your motivational consultant. By implementing the strategies we have defined we are confident you will see a change in your employees’ motivational behavior as well as growth in your company profits. As motivation in the workplace increases you will see an improvement in the behavior of your employees. Motivation can change the personality and behavior of your employees that will lead to a rewarding performance. If there are any questions or concerns we have not addressed in this presentation, please let us know and we will be happy to assist in providing the answers.
 * <span style="font-family: 'Times New Roman',serif; font-size: 12pt; line-height: 115%;">__Introduction__ **
 * <span style="font-family: 'Times New Roman',serif; font-size: 12pt; line-height: 115%;">__What is Motivation?__ **
 * <span style="font-family: 'Times New Roman',serif; font-size: 12pt; line-height: 200%;">__Goal Setting__ **
 * <span style="font-family: 'Times New Roman',serif; font-size: 12pt; line-height: 200%;">__Work Environment__ **
 * <span style="font-family: 'Times New Roman',serif; font-size: 12pt; line-height: 200%;">__Participatory Management__ **<span style="font-family: 'Times New Roman','serif'; font-size: 12pt; line-height: 200%;">
 * __Expectancy Theory of Motivation__**
 * <span style="font-family: 'Times New Roman',serif; font-size: 12pt; line-height: 200%;">__McClelland’s Need Theory__ **
 * <span style="font-family: 'Times New Roman',serif; font-size: 12pt; line-height: 115%;">__Rewarding Performance__ **
 * <span style="font-family: 'Times New Roman',serif; font-size: 12pt; line-height: 200%;">__Conclusion__ **<span style="font-family: 'Times New Roman','serif'; font-size: 12pt; line-height: 200%;">

<span style="font-family: 'Times New Roman','serif'; font-size: 12pt; line-height: 200%;">Our past client list includes several well known global organizations with whom we have done business with in the past. We encourage you to contact any of these companies about our motivational techniques and results. Durr Oil and Energy has been successful in motivating their workers by staying away from negative psychoanalysis and keeping employees motivated with a positive workplace environment by offering other fringe benefits. Here interns are given considerably important jobs which help their esteem needs and self actualization needs (Nelson, Quick, 2009, p. 71). Employees are given numerous opportunities to grow within the business and realize their need for power. Their need for achievement is tested as they grow with the company. There are also many group and team activities which help with the need for affiliation. Motive Inc. has helped Durr Oil’s employees stay motivated to generate new ideas for the company. Inksharp, an offshoot mix from IBM and Ricoh founded in June 2007, operates with 2,700 employees throughout many countries and is headquartered in Boulder, Colorado. Inksharp approached Motivate Inc. for a solution to offering incentive awards to employees, besides the traditional cash incentives, for its employee recognition program; something that would set it apart from the corporate crowd. We created a points system based on appreciation and value impact awards where points can be given or transferred between employees allowing employee empowerment and participative decision making. Points may be redeemed for merchandise and will be the main awards program for the company, ahead of cash awards. Feedback from Inksharp says this has helped the company be viewed by its employees and the public as a uniquely different type of corporate company with alternative values on performance and has generated additional employee motivation. Increasing employee motivation at Hindes Construction Company was their main focus for hiring Motivate Inc. Employees were given an option of a larger guaranteed salary knowing they would be receiving a reduced year-end bonus if the company did well and came in above budget or they could take the option of receiving a minimum salary with the potential for a larger year-end bonus based on the percentage of anticipated company profits. This follows the concept of rewarding the behavior by increasing the output (Nelson & Quick, 2009, p. 53). Since this motivational concept has been implemented, the employees are motivated by self-interest and more inclined to help the business succeed with the employee being rewarded with additional pay. Body Thirst, an innovative sport attire/gear company, was having difficulty with employee turnover and dissatisfaction when they asked Motivate Inc. to evaluate their employees and offer a solution for their employees’ behavior. Working with their management team w analyzed every individual employee’s satisfaction of valence, expectancy, and instrumentality beliefs (Nelson & Quick, 2009, p. 80). Our first recommendation to Mr. Pool was to fill management positions with key employees that have tremendous leadership skills and can handle tough decisions, responsibility and pressure. These key employees will keep the team motivated and the CEO’s job easier. Positive thinking, communication, and leadership skills are key ingredients to a successful business with motivated employees. John Pool and his top-notch management team are now keeping the employees motivated, passionate and focused on Body Thirst’s mission in the challenging economy by having a contagiously positive attitude. With our help, the CEO and upper management now know employees are motivated when they feel needed, appreciated and valued. We suggested weekly or monthly meetings, with face-to-face communication as a huge asset and requirement. Team communication is vital; making team members part of the process and letting their voices matter improves attitudes and increases motivation. <span style="font-family: 'Times New Roman','serif'; font-size: 12pt; line-height: 200%;">Nelson, Quick <span style="font-family: 'Times New Roman','serif'; font-size: 12pt; line-height: 115%;">Nelson, D. L., & Quick, J. C. (2009). ORGB. (2009th ed.). Mason, OH: South-Western Cengage Learning.
 * <span style="font-family: 'Times New Roman',serif; font-size: 12pt; line-height: 200%;">__Past Client Summaries__ **
 * <span style="font-family: 'Times New Roman',serif; font-size: 12pt; line-height: 200%;">__References__ **