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Back to Nick. Video Presentation: This Stuff Doesn’t Work!. Turning Effort Into Performance. Objectives. Explain why some people exert more effort at a given task than others Understand how to motivate your crew to exert more effort Understand the factors that determine performance.

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Back to nick

Back to Nick

Video Presentation:

This Stuff Doesn’t Work!


Turning effort into performance

Turning Effort Into Performance

Objectives

  • Explain why some people exert more effort at a given task than others

  • Understand how to motivate your crew to exert more effort

  • Understand the factors that determine performance


Why people work a quick review

Why People Work(A Quick Review)

  • They have Needs

  • They have developed Wants

  • They exert Effort to get Wants


Motivation

Motivation

  • The ability to get employees to do what you want them to do,

  • When you want it done—

  • Because they want to do it.


Rewards what are they

Rewards:What Are They?

  • The real or perceived result of completing a task.

  • Every task has them—whether we see them or not


Reward types

Compliments/“Pat-on-the-back”

Recognition/Awards

Opportunity for overtime

Flexible hours

Pride

Completing an important task

Visible signs of completion

Use of new or unused skills

External

Internal

Reward Types

Examples


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Relationship BetweenEffort and Reward

Reward

Effort

Performance

Reward

Reward

Can I perform as expected?

If I perform, what is the result?

Is the reward desired?


Effort

Effort

  • Physical and mental activity required to complete a task

  • A motivated person will exert more effort than one who is less motivated


Expectation

Expectation

  • Perceived ease or difficulty in completing a task

  • In general, the higher the expectation—the higher the level of motivation


Performance environment

Performance Environment

  • Support

  • Past success/failure

  • Crew morale

  • Self-esteem


Reward performance connection

Reward-Performance Connection

Believability

  • People must believe that exerting additional effort will lead to a reward.


Desirability

Desirability

  • The reward offered must be of importance to the individual

  • Importance depends on the strongest wants or needs


So what went wrong

So What Went Wrong?

Reward

Effort

Performance

Reward

Reward

Can I perform as expected?

If I perform, what is the result?

Is the reward desired?


Let s try again

Let’s Try Again …

Exercise 4.1:

Choose An Acting

Crew Leader


Exercise 4 2

Exercise 4.2:

Selecting Rewards


Performance model

Performance Model

Ability

X

OrganizationalProblems

Direction

Effort

Performance

X

Knowledge and Skills


Direction

Direction

  • Who

  • What

  • Where

  • When

  • How

  • Why


Effort1

Effort

  • Motivated people exert more effort than less motivated people


3 conditions for extra effort

3 Conditions For Extra Effort

  • Task is reasonable—it can be achieved

  • The reward is tied to performance

  • Reward is desired


Ability

Ability

  • Mental and physical power to do a task


Knowledge and skills

Knowledge and Skills

  • Knowledge is taught

  • Skill is acquired through practice


Organizational problems

Organizational Problems

Things that hold up work:

Wrong or poorly maintained equipment

Materials or resources not provided


Performance

Performance

  • Viewed in terms of measurable quantities and quality completed within a specified time


Communication

Communication

  • Must be a continuous two-way process to maintain motivation and productivity


Key points

Key Points

  • Link valued rewards to performance of achievable tasks

  • Assign crew members to tasks when they have the appropriate:Abilities, Knowledge, and Skills

  • Provide necessary resources and opportunities

  • Organizational problems should not hold up the work


What you have learned

What You Have Learned

  • Individuals can respond differently to the same reward

  • How to motivate our crew to exert more effort

    • All individuals can be rewarded

    • How to match individual needs to rewards

  • Identified and discussed the factors that influence performance.


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Direction


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Direction

Effort


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Direction

Ability

Effort


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Direction

Skills

Knowledge

Ability

Effort


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Organizational

Barriers

Direction

Skills

Knowledge

Ability

Effort


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Organizational

Barriers

Direction

Performance

Skills

Knowledge

Ability

Effort


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Organizational

Barriers

Direction

Performance

Skills

Knowledge

Ability

Effort

Communication


The end

The End


Rewards from around the country

Rewards FromAround the Country

  • Alabama—an award is given for the the cleanest rest area.

  • Illinois—uses a participative problem solving program to develop ideas and recognize employees for their contributions.

  • Maryland—yearly recoginition is given to employees for perfect attendance and safety performance.(continued)


Rewards from around the country1

Rewards FromAround the Country

  • New Jersey—goals are set by employees in conjunction with their supervisor, and feedback is given as to how the employees are meeting their responsibilities.

  • Texas—periodic reviews between supervisors and employees are held to set work objectives and review programs to increase proficiency and efficiency in the areas of equipment and management training.


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