Motivation, Habilitation and Integration
PV215 - 7 2
Person
(human resources
bearer)
Qualities
(the way we are)
Attitudes
(what we want,
what we believe
in)
Abilities
(what we know
and can do)
Integra
tion
Synergeti
zation
Habilitation
Motivation
Orientation
Definition
(C) J. Plamínek
(C) J. Plamínek
  Motivation
  Habilitation
  Managing conflict people
  Individual development
  Principles of vertical and horizontal careers
PV215 - 7 3
PV215 - 7 4
stimuli
processing
feeling
need
behavior
rational
procedures
intuitive
procedures
processing
processing
pleasant/
unpleasant
to preserve/
to change
passive/
active
(C) J. Plamínek
  Motivation
◦  the action that is required for people is given in
relation to their current needs
◦  requires the ability to estimate the current needs of
people
  Stimulation
◦  the action that is required for people is given in
relation to the general working stimuli (financial
incentives)
◦  requires perpetual input of time, money and effort
to stimulate people
PV215 - 7 5
I
S
H
M
O
D
PV215 - 7 6
I
S
H
M
O
D
D
STABILITY
EFFECTIVITY
USEFULNESS
D
STABILITY
EFFECTIVITY
USEFULNESS
Stimulation Motivation
  Motivation is about reaching harmony in
◦  what does one person feels as their inner needs
◦  what this person is assigned to do for company
  Making person and task to be assigned to fit
each other
◦  adjust person to the task
◦  adjust task or its submission to person
  Golden rule
◦  “Do not adjust people to their task, but adjust tasks to
people and their needs!”
  Manager skilled in motivating is able to
◦  reach desired result and
◦  make people happy and satisfied with their work
PV215 - 7 7
I
S
H
M
O
D
• satisfaction with the role and
position
• satisfaction with
fairness
• satisfaction
with the
outcome
PV215 - 7 8
I
S
H
M
O
D
Personal
Process
Factual
(C) J. Plamínek
Mood
Motivational Tune
Environment
Motivational
Position
Personality
Motivational Basis
PV215 - 7 9
I
S
H
M
O
D
reflection of outer
short term
impulses
reflection of
current inner
state
degree of
fulfillment of
life needs
social role and
order
may overlap the
other factors in
short term
may mask and hide
the personality
influence in long
term
(C) J. Plamínek
PV215 - 7 10
Guides Explorers
Harmonizers Refiners
I
S
H
M
O
D
D
S
E
U
D
S
E
U
D
S
E
U
D
S
E
U
(C) J. Plamínek
Explorer Guide Harmonizer Refiner
Typical need Inner self-
assertion:
overcoming
challenges
Outer self-
assertion:
influencing
people
Outer anchor:
favorable
environment
Inner anchor:
perfection
Response to
praise
“I know. Of
course it works.”
“It was not easy.
I’ll show what I
did.”
“Praise also the
others.”
“Thanks. I did
what I could.”
Response to
criticism
“I know. It has
already
happened.”
(Belittlement)
“Who the hell
you are, ...”
(Acceptance) “I
see. Maybe I
disappointed
you”
Fair criticism:
(Regret)
Unfair criticism:
(Diplomatic) “If
you think so”
Cope with
stress
Kick.
Higher
performance
Delegating to
others
Unresponsive Big stress,
collapse.
Motivating
formulations
This will be
hard. Nobody
done it before.
Do it in your
way.
We depend on
you. You are
great organizer.
You will be a
part of the team.
You will help if
they struggle.
Here are the
instructions. I
will advise when
it is not clear.
PV215 - 7 11
(C) J. Plamínek
PV215 - 7 12
MEANING
ESTEEM
BELONGING
SAFETY
SURVIVAL
I
S
H
M
O
D
Bearable working
conditions
Sufficient financial
income
Securing the future
Good interpersonal
relationships
Image of the
company
Bonuses and
career
Appreciation
and respect
Space for
personal
development
Useful
work
(C) J. Plamínek
PV215 - 7 13
I
S
H
M
O
D
Process Activity Demands Requirements
Required
abilities
Required
attitudes
Required
qualities
Required
results
Hiring
people
Orientation,
motivation
Comparison of
required (R)
and real (L)
abilities
Results
evaluation
Real
abilities
(C) J. Plamínek
PV215 - 7 14
I
S
H
M
O
D
Develop
abilities
YES
Prepare
requirements
reduction
NO
NO
Increase
requirements
YES
Comparison of required (R) and real (L) abilities
Let it be
NO
NO
L=R
Will requirements
grove?
YES
Is there potential for
development?
YES
Is it effective
to develop
abilities?
YES
YES
Is it effective
to develop
abilities?
L<R
Is there potential for
development?
L>R
Is it possible to use
abilities more effectively?
Reduce
requirements
NO
NO
PV215 - 7 15
I
S
H
M
O
D
Training
(trainer)
Couching
(couch)
Lectures
(lecturer)
Consulting
(consultant)
general view
(models)
specific issues
(reality)
practice
(skills)
theory
(knowledge)
(C) J. Plamínek
1)  What bothers me specifically?
2)  Is the problem on my side?
3)  Is the problem in the system?
4)  Does he or she cause the problems
intentionally?
5)  Why does he or she cause the problems?
PV215 - 7 16
I
S
H
M
O
D
  Wants to attract attention
◦  then assign the role
  Wants to solve a problem
◦  then reveal and understand the problem
  Wants to mask his or her inability
◦  then habilitate him or her
  Does not like me, want to hurt me
◦  are there specific causes?
  if so, remove them
  if not, limit contacts
  Does not care, is passive
◦  then orientate and motivate him or her
  It is his or her nature or unknown
◦  if it is important, ask specialist
PV215 - 7 17
I
S
H
M
O
D
PV215 - 7 18
Synergy
Freedom
Latitude
Dependence
I
S
H
M
O
D
(C) J. Plamínek
PV215 - 7 19
top
management
middle
management
junior
management
workers
moneyandprestige
results (C) J. Plamínek
PV215 - 7 20
leader
role
managerial
role
specialist
role
worker
role
money and prestige
results
...
(C) J. Plamínek
PV215 - 7 21
  Motivation and stimulation are not the same
  Motivation layers
  motivation tune, motivation position, motivation
base
  Habilitation scheme
  Individual development
  Vertical careers do not provide enough space
for development and career