[MUSIC] We are now going to look at a number of different theories about motivation. Motivation is quite a complex area, in so far as, for each of us, our motivation will be driven by a whole number of different things. Some will be from inside the workplace. Some will be from outside of the workplace. Some will be by a combination of both. And these internal factors, and these external factor will interrelate, and they'll constantly change. So, what that means for any organization is, motivational levels right the way across an organization, is enormously difficult to understand. It's enormously difficult to measure. So we're going to have a look at a series of frameworks just to see what they are and how they work. The first one is Herzberg's Hygiene Factors. This was based on some research done in 1959, so a few years ago, and yes, I was here, only just, and it was based on some research done on just 200 people. So the level of research is quite small but, nevertheless, we still have today a framework that can be used as a basis for discussion. Why? Because some of the key things, that were brought up under this model, apply today, or be it, against a very different organization background. Herzberg said that there were hygiene factors and motivational factors. And hygiene factors were what he identified as being those factors that needed to be in place in a workplace that would be taken as given. That needed to be in a work place before an employee started to get motivated. So, in themselves, hygiene factors were not motivators, but if they weren't there, then they would demotivate. Examples of hygiene factors included some fairly important aspects about a workplace. So, working conditions, the relationship with your line manager. Now that is just so, so important. And yet, in itself, according to Herzberg, this was not seen as a motivator. Me, certainly, all of you, I'm sure, Ollie, I know, have worked with different line managers, some of whom have just been absolutely inspirational. Others, you think, is it them, or is it me? And so, we've got a challenge, perhaps, to go through when we're looking at a hygiene factor like, line management in the workplace. If then, we look at the motivational factors, we move on for this sort of functional side, part of the hygiene factors, and the relationship side, to more of the what drives you to do better things in the workplace. So almost like something that is inside of you that wants you to be the best that you can be. And the sorts of things That Herzberg had as motivational factors included, personal development, included being able to learn, included things like, career advancement. And all of those would drive each of us at different ways and different times. And in today's organization, of course, in some, where you're in particularly tough sectors, so, for example, at the moment, construction, or parts of construction, or steel, the discussion isn't so much about career advancement, it's about whether you're going to keep a job. Whereas, if you look at the reemerging banking sectors, if you're looking at sectors like e marketing, if you're looking at sectors like parts of the NHS, where there is rapid expansion, then Herzberg's motivational factors may well come into play. So this framework is one of many, and we're going to look at a couple of more in a while. But what we're going to do now is just to have a little discussion about the sort of things that motivate Ollie and myself. And then, after that, just as an exercise, again, to try and translate theory to reality, think about whether we're referring to a hygiene factor or whether we're referring to a motivational factor. And just see where that fits in. Also, see where Herzberg's Hygiene Factor aligns with what you've experienced. Are you really driven by hygiene factors? Do they really motivate you? Or are they just a series of factors that you just take as getting you to that starting line before you start to feel motivated about the work that you do and how well you do it? And how well you really want to drive yourself forward. So, Ollie, in terms of Herzberg's framework, any particular parts that you can allude to? >> The type of work is quite important to me, actually. I do quite like to have a varied workload, if I can. And so, interesting and challenging, I guess, are sort of the keywords I'd use there. I like having responsibility. I like being given extra responsibility, and that, in turn, then will lead to advancement. Or that is the hope, so they're my main motivators. >> So there's probably a couple of hygiene factors in there. Because you've talked about relationships with your peers and there are probably some motivators in there as well. Because you talking about your career advancement as well. So you got a combination of both, which is something that happens to all of us. For me, I've always enjoyed the people I've worked with, most of them anyway. And so, the relationship side of something, of a workplace has always been important to me. As has naturally being quite driven to be the best that I can. Accepting fully in any workplace, there will be people who you would think, well possibly, and probably, I can compete with them. On the other hand, you look at others and think, well, probably they are going to get a little bit further than me. Because you also have to be very pragmatic. What we've seen is some examples from Ollie and I about how we felt we fitted in to this framework. You're challenge now is to just to see which Herzberg labels, if you want, you can give to the discussions Ollie and I have had. And then, to think about how Herzberg framework relates to you. How you feel about your experience based on your own workplace examples. [MUSIC].
