It’s no secret that employees who feel they are valued and recognized for the work they do are more motivated, responsible, and productive. This course will help supervisors and managers create a more dynamic, loyal, and energized workplace. It is designed specifically to help busy managers and supervisors understand what employees want, and to give them a starting point for creating champions.

Today you got out of bed, and now you are working yourself through this course. What made you do that? Are you a curious person with a thirst for learning? Do you have a team that you are trying to connect with?

In this session, we’ll develop some common language for talking about motivation, and what gets people thinking, doing, and being.

What kind of internal dialogue do you have on your way to work each day? What does it take for you to personally engage in activities that aren’t that interesting to you?

In this session, , you’ll learn about the essence to tapping into someone’s internal motivation, and we’ll build on that idea throughout the rest of this course.

You’ve thought a little about what motivates you, so can the things that motivate others be all that different? Who studies motivation, and what kind of insight can they provide us as we explore this topic further?

In this session, , we’ll consider theories of motivation from Maslow and Herzberg, and review the results of your pre-assignment.

You cannot know when you have arrived unless you have some idea where you are going. Do you know where you are going? Some of us spend more time planning what kind of car we want than on what kind of work we want to do.

In this session, you’ll complete a goal setting exercise using the SPIRIT model, and think about where you are going.

Part of where we go in terms of setting goals relies on knowing what is important to us on a personal level, and that means we understand our values. Typically we don’t spend a lot of time thinking about these, although they are probably well registered in the back of our minds.

In this session, you’ll learn the terminology around values. You’ll also complete an exercise to clearly identify what your values are.

People who exercise regularly display a high degree of motivation toward good health and fitness. If you are someone who would rather not exercise, what needs to change to get you interested?

In this session, you’ll look at ways you can create a motivational climate in your workplace using some different motivational theories.

When we learn new things, it’s helpful to be able to practice those skills before we get back to the workplace. We include these applications in each course to give you time to think about the concepts and apply them.

In this session, you’ll get some practice with applying what you have learned already, and get thinking about how to handle it at work.

Although we agree that motivation is a personal, intrinsic aspect, we also know that as a supervisor, you’re responsible for helping employees feel motivated about the things that they must do.

In this session, we’ll consider some practical ideas for making jobs motivating. We’ll also share ten tips for success.

Now that you have completed this course on Motivation Training: Motivating Your Workforce, how will you use the things you have learned? Creating a personal action plan can help you to stay on track, and on target. When you take responsibility for yourself and your results, you get things done.

In this session, you will be asked questions to help you plan your short-term and long-term goals. This final exercise is a way for you to synthesize the learning that you have done, and to put it into practice.

Congratulations! You have completed the course "Motivation Training: Motivating Your Workforce."

This course began with a look at what motivation is and why motivation is important. We also explored motivation with a look at a classic discussion of the carrot, the whip, and the plant, and more contemporary aspects of pay-for-performance. Next, we learned about Abraham Maslow’s Hierarchy of Needs and Frederick Herzberg’s Dual Structure Theory.

With a solid understanding of motivational theory in place, we then started to learn about specific tools for designing a motivational workplace. This included setting goals, identifying work values, reinforcement theory, expectancy theory, and needs theory.

Then we took an opportunity to apply these theories to several case studies. We wrapped everything up with information on techniques for designing motivational jobs.

You should now feel ready to build a motivating work environment.