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MOTIVATION

What keeps Care Group Volunteers going?

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Motivation. Adapted from de Securens (www.securens.in)

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Common discussions about motivation�Staff Workshop �Care Group implementation review

Challenges

Suggestions

  • Incentives vary across projects
  • “Other NGOs” give higher incentives to volunteers
  • Fear that “leaders/neighbors won’t come if they don’t receive something”
  • “Neighbors women think that the CGVs sit on their money”
  • lack of facilitation skills => low turnover
  • Reporting/data collection => make CGVs feel entitle to get paid
  • Lots of pressure on promotor.

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- Incentives to be harmonized

- Advocacy/coordination with partners

- Continue supportive supervision

- All staff should great the CGVs on the field (not only nutrition staff)

- Sensitization on “volunteer” role

- Consider them for job opportunity (for mass screening, drama show,...)

- Reduce/facilitate their work: simplify reporting, smaller groups to reduce walking.

- Engage them in activities they like (game, competition, stories, etc)

- Ask for their feedback and opinion: quarterly meetings to share experience, challenges, discuss activity organization.

- Recognize their achievements: give feedback, highlight success stories , graduation ceremony/diploma.

- Give updates on project results.

- New staff to be trained on care group

Positive feedback from CGVs

  • Lesson structure works well
  • Good participation/enjoy training
  • Appreciate being equipped with IEC
  • Like being visited at home by staff/district (Joint supervision)
  • Power to refer/Link with VHTs
  • Share food item from food demo
  • More women want to attend
  • Appreciate gifts/incentives/visibility

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Factors influencing neighbor group attendance�Assessment, Uganda, 2016

Reasons for Going to the Meetings (Boosters)

    • Good Cooperation among group members
    • Rules and Regulations among group members
    • Good Mobilization from Lead Mother/VHT in the community
    • Meeting is not boring (facilitation skills)
    • Community member approve of mothers attending the group meetings
    • Easy access to the meetings (short distance to meetings /no transport needed)
    • Believe that they and their family benefit from there attendance of the meetings
    • Interested in the tasks and activities they learn at the meeting =feel it is useful

Reasons for Not Going to Group Meetings (Barriers)

    • Poor Mobilization from the Lead Mother/VHT
    • Conflict and/or Use of Abusive Language in the group, this includes with the lead mother
    • The belief that the meeting will not help them/don’t see value of meeting
    • Poor follow up from promotor (low ratio of staff)

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Case study – Sustainability of care group

  • « 51.5% of CGVs were still active 5 years after the project ended, in Mozambique (FH)»
  • CGVs Motivation

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Source: Presentation. Norm Shifting Intervention: A Case Study. Halkeno Tura, University of Iowa. May 6-9,2019 Bethesda, Maryland

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�Common motivators to volunteerism�

  • Feeling connected, Feeling valued and Feeling effective (McCurley and Lynch)
  • Autonomy, mastery & purpose (Daniel Pink)
  • Intrinsic Motivation vs Extrinsic Motivation

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Because I am part of something great, something bigger!

Because I feel respected and recognized for what I do.

Because I feel it makes a difference!

Because I see the benefit for my family

Because I ENJOY it!

Because this is who I am!

I feel I am getting better at it!

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Motivation. Adapted fromde Securens (www.securens.in)

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Source: Irrational Game. Dan Ariely, Irrational Ventures.

What happens when money is at play?

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Source: Irrational Game. Dan Ariely, Irrational Ventures.

Researchers asked participants to complete a brainteaser puzzle over three sessions. The researchers measured how long participants worked on the puzzle during ‘free time” breaks, when they were allowed to read or relax.

During the first session, the participants solved the puzzle for no reward. During the second session participants were offered $1 for every puzzle the solved correctly. And Finally, the third session was just like the first session, with no incentive.

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When participants were offered incentives, they spent more time working. But, what happened during the third session, when participants were told they wouldn’t be paid this time?

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  1. Motivation decreased back to the original level in session 1.
  2. Motivation decreased below the level of motivation in session 1.
  3. Motivation remained high because of the residual joy of being paid.
  4. Motivation continue to increase because of reciprocity.

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Source: Irrational Game. Dan Ariely, Irrational Ventures.

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Source: Irrational Game. Dan Ariely, Irrational Ventures.

The are many ways that our happiness can be affected. For example, we often think that a higher salary will make us happier .

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In which of the following scenarios do you think people would be happiest?

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  1. Making $80,000 when coworkers make $100,000.
  2. Making $80,000 when coworkers make $75,000.
  3. Making $60,000 when coworkers make $20,000.
  4. Making $60,000 when coworkers make $80,000.

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Source: Irrational Game. Dan Ariely, Irrational Ventures.

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How money influences motivation?

  • Once it is introduced, money cannot be taken out of the equation.
  • Monetary reward generally quickly improve performance (for mostly for “repetitive and boring” tasks). It is seen as an easy way to make people do something but it does not bring “job satisfaction” or “buy in” by it self.
  • Motivation is affected by people’s perception of how fairly they are being treated. If they believe they are not being treated fairly, they will be dissatisfied, and it will affect their performance (and vice versa).
  • But, if people get paid to do something they used to do for free before, because they enjoyed it, when payment stop, performance decreases because their motivation has changed (focus on reward).
  • “strategies that focus primarily on the use of extrinsic rewards do, indeed, run a serious risk of diminishing rather than promoting intrinsic motivation” (intrinsic and extrinsic seems to be exclusive).