Lecture 1 Understanding Motivation

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來自 Moscow Institute of Physics and Technology 的課程

人力资源分析概论

59 個評分

Moscow Institute of Physics and Technology

人力资源分析概论

59 個評分

This course is designed to provide you with an understanding of the role of data and technology in human capital management. Every topic in the course will be covered in the most practical way so that learners get hands-on experience. In the course we use the 4Ts principle: Task, Theory, Technique and Technology so that there is always a connection to organizational performance objectives, an overview of underlying theories and principles, and specific tools which help achieve business objectives. You will learn ● what combination of data, technologies, and tools can be used in people management processes to improve organization’s performance ● how to use some of these tools and how to select the ones that suit your objectives and budget ● to design individual and team development plans and measure its ROI for the organization ● how to figure out the qualities that lead employees to their best performance so you know what to encourage in current and look for in new employees ● how to identify the right channels to recruit your employees or team members ● what combination of monetary and non-monetary motivation tools work best for your organization ● how to predict what people will leave in the near future and how to make sure some of them stay ● how to measure engagement and make a strong organizational culture improve performance

從本節課中

Motivation and Engagement

After discussing how monetary motivation works, we continue with non-monetary motivation and engagement and how they affect performance.

Lecture 1 Understanding Motivation3:43

Lecture 2 Motivation Tools3:40

Lecture 3 Engagement5:12

與講師見面

Ilya Breyman
Adjunct Professor
Center of Innovative Educational Technologies
Alexey Dolinskiy
Adjunct Professor
Center of Innovative Educational Technologies

Welcome to the fifth module of People Analytics where you will continue learning

about data analysis and motivation.

And also learn about yet another driver of performance, employee engagement.

Behavioral economists,

psychologists and other social scientists dedicated a great deal of time to

research how monetary incentives influence motivation and quality of work.

Through their investigations, they've learned that

sometimes standard incentives that should work on an economic man backfire.

Many experiments conducted in the 1970s and 1980s and

then repeated again in the 1990s and 2000s show that in certain settings, intrinsic

motivation is decreased when extrinsic financial rewards are introduced.

This can happen when subjects are paid to do something they consider

a good cause like giving blood, for example.

Or when they're just doing something they enjoy doing without being compensated.

Imagine you're being paid to sleep at night as long as possible,

would it help you?

Or would you be worrying about sleeping as much as possible instead of

actually getting a good night's sleep?

Some non-monetary tools are free.

It is our goal to understand how to use data analysis to choose

the tools that would give you the best return investment.

Research has shown that people are motivated by different things depending

on various factors.

Your employees may have different values and

preferences depending on their education and cultural background,

age, religion, family status and many other things.

World Values Survey, for example, shows that people in different countries give

different answers regarding what matters most to them in selecting a job.

While people in Russia really care about compensation,

55% of the Swiss say that doing something important is what matters most

to them in their job search.

That means, as it is usual in people analytics, that there is no one size fits

all strategy in selecting a motivation strategy.

So let's talk about what can be part of non-monetary motivation.

Selecting the right tools is a people analytics problem

because not all people are motivated by the same things.

Understanding your company's culture, what motivates your team and

what increases its productivity should be based on data analysis.

If your organization does not have enough data to make predictions before

instituting a policy, you could use proxy organizations with similar workforce and

try to understand what incentives drive their employees' performance.

If this is impossible before implementing a policy,

it is critical to select metrics which will help you decide whether a certain

policy produced the results you expected and whether it paid for itself or not.

All too often, companies copy somebody else's best practices without even understanding

their own workforce's needs and without conducting cost-benefit analysis.

PlayStations and Xboxes and an onsite daycare center may be great perks,

but not if most of your workforce does not appreciate them or

even need them, especially not if they believe that you're underpaying them

while spending money on mimicking Google office.

Using focus groups, surveys, and connecting the data

on non-monetary motivation with other HR metrics including performance,

you would be able to find the tools to contribute to your organizations.

After all, it's not just about having fun,

it's about contributing to a stronger organization.

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