Motivating Performance

1. 8 Motivating Performance

2. What is Motivation and How Does It Affect Performance? Motivation:the internal process leading to behavior to satisfy needs. Motive:The psychological feature that arouses an organism to action toward a desired goal. The reason for the action; that which gives purpose and direction to behavior. Performance formula: Performance = Ability × Motivation × Resources

3. The Motivation Process Satisfied Need Motive Behavior Dissatisfied

4. Study done as to what workers and managers wanted from their jobs. Let’s see how your opinion compares to the study?

5. Appreciation Good Wages Good Work Conditions Interesting Work Job Security Promotion/Growth Opportunities Worker Loyalty Feeling “In” on Things Sympathy for Personal Problems Tactful Discipline Your Options…

6. Appreciation 8 Good Wages 1 Good Work Conditions 4 Interesting Work 5 Job Security 2 Promotion/Growth Opportunities 3 Worker Loyalty 6 Feeling “In” on Things 10 Sympathy for Personal Problems 9 Tactful Discipline 7 What MANAGERS THINK Workers Want From Their Jobs

7. Appreciation 1 Good Wages 5 Good Work Conditions 9 Interesting Work 6 Job Security 4 Promotion/Growth Opportunities 7 Worker Loyalty 8 Feeling “In” on Things 2 Sympathy for Personal Problems 3 Tactful Discipline 10 What WORKERS SAID They Want From Their Jobs

8. Appreciation 8 1 Good Wages 1 5 Good Work Conditions 4 9 Interesting Work 5 6 Job Security 2 4 Promotion/Growth Opportunities 3 7 Worker Loyalty 6 8 Feeling “In” on Things 10 2 Sympathy for Personal Problems 9 3 Tactful Discipline 7 10 Hmmm…

9. Here’s the Situation His Response… • Your boss has scheduled a meeting with you. • You are wondering what reward awaits you, and what he will say about the fine job that you’ve done. • When you are called in, he pulls out the project report and points to a typo on the third page of the report. • “That was the only mistake that I found, just go ahead and print that page out and put it in my box. Thanks!” • The phone rings, and he motions to you that he must take the call. • You leave his office… • What is your reaction? Your Response…. • You have just completed a project which you have spent a better part of four months creating. • You’ve put in long, tireless hours and have gone the extra mile of making sure that it was done right. • The fact is, you’ve not only done an outstanding job, but you’re turning it in five days before the project deadline. • As team leader on the project, you felt that it was time to acknowledge the group and take them to lunch. you paid the bill.

10. Motivation From Within… Be Fearless

11. Motivating Others… What makes us tick?

12. Types of Motivation Theories • Content (WHAT) • Maslow • Alderfer • Herzberg • McClelland • Process(HOW & WHY) • Vroom & Yetton • Adams • Reinforcement (Just Do IT!) • Skinner

13. Content Motivation Theories Content motivation theories: focus on identifying people’s needs in order to understand what motivates them.

14. Maslow’s NeedsHierarchy Self-Actualization Esteem Social Safety Physiological

15. Maslow’s in the Workplace Self-Actualization - Expand skills, take on additional responsibilities Esteem - Recognition/Respect Social - Informal Groups Safety - Job Security/Environment Physiological – Basic Wages

16. ERG Theory Alderfer’s simplification of Maslow’s needs categories. People have three classification of needs. • Existence (physiological and safety) • Relatedness (social) • Growth (esteem and self-actualization) To use ERG theory, answer six questions: 1. What need does the individual have? 2. What needs have been satisfied? 3. Which unsatisfied need is the lowest in the hierarchy? 4. Have some higher-order needs been frustrated? If so, how? 5. Has the person refocused on a lower-level need? 6. How can the unsatisfied needs be satisfied?

17. Needs hierarchy ERG theory Higher-level needs Self- actualization Growth Esteem Social Relatedness Safety Existence Lower-level needs Physiological Meet needs in order of hierarchy. Lowest level unsatisfied need is the most powerful need. Unsatisfied needs motivate individuals. Needs Hierarchy and ERG Theory

18. Self-Actualization Esteem Social Safety Physiological Hertzberg’s Theory MOTIVATORS (+) Achievement, Recognition, Responsibility HYGIENE ( - ) Working conditions, company policy, job security

19. Two-Factor Theory • Hygiene Factors (Needs) • (physiological, safety, and social/existence and relatedness needs) • Extrinsic Factors • Dissatisfaction (Environment) No Dissatisfaction • Pay • Status • Job security • Fringe benefits • Policies and administrative practices • Human Relations

20. Two-Factor Theory (II) • Motivator Factors (Needs) • (esteem and self-actualization/growth needs) • Intrinsic Factors • No Job Satisfaction (The Job Itself) Job Satisfaction • Meaningful and challenging work • Recognition for accomplishments • Feeling of achievement • Increased responsibility • Opportunity for growth • Opportunity for advancement

21. Manifest Needs Theory - McClelland Manifest Needs Theory: achievement, power, and affiliation. • Need for Achievement (n Ach) • Want to take personal responsibility for solving problems. • Goal oriented; set moderate, realistic, attainable goals. • Seek challenge, excellence, and individuality. • Take calculated, moderate risk. • Desire concrete feedback on their performance. • Willing to work hard. • Need for Power (nPow) • Want to control the situation. • Want influence of control over others. • Enjoy competition and winning; do not like to lose. • Willing to confront others. • Need for Affiliation (nAff) • Seek close relationship with others. • Want to be liked by others. • Enjoy lots of social activities. • Seek to belong; join groups and organizations.

22. Maslow Needs HierarchyTheory Alderfer ERG Theory Herzberg Two-Factor Theory McClelland Manifest Needs Theory Self-actualization Growth Motivators Power Achievement Esteem Social Relatedness Hygiene Affiliation Safety Existence Physiological Classification of Needs by Four Theories of MotivationKNOW THESE!

23. Process Motivation Theories Process motivation theories: attempt to understand how and whypeople are motivated.

24. Does the person Does the person think MOTIVATED Yes Yes want the outcome? the outcome is likely? NOT MOTIVATED NOT MOTIVATED Expectancy Theory Vroom’s theory is based on the idea that motivation depends on how much people want something and how likely they think they are to get it. Figure 11.5

25. Expectancy Theory Vroom’s formula: Motivation = Expectancy × Valence • Both internal (needs) and external (environment) factors affect behavior. • Behavior is the individual’s decision. • People have different needs, desires, and goals. • People make behavior decisions based on their perception of the outcome. Expectancy: a person’s perception of the probability of accomplishing an objective. Valence: the value a person places on the outcome or reward.

26. How to UseExpectancy Theory • Determine rewards valued by employees. Evaluate performance level you seek. • Make performance level attainable. • Make reward valuable to employee.

27. http://www.quickmba.com/mgmt/expectancy-theory/

28. Motivating with Expectancy Theory Expectancy theory works best with employees who have an internal locus of control. 1. Clearly define objectives and the necessary performance needed to achieve them. 2. Tie performance to rewards. 3. Be sure rewards are of value to the employee. 4. Make sure your employees believe you will do as you promise.

29. Equity Theory: Adam’s theory based on the comparison of perceived inputs to outputs. Equitably rewarded • Inputs and outputs are perceived as being equal. Under-rewarded • Efforts to reduce inequity by trying to increase output (get a raise) • Reducing inputs (working less, absenteeism, etc.) • Rationalizing (creating an explanation for the inequity) • Changing other’s inputs or outputs • Leaving • Changing the object of comparison. Overrewarded • Increasing inputs (working more, longer • hours, etc.) • Reducing output (taking a pay cut) • Rationalizing (I’m worth it) • Increasing other’s outputs

30. Reinforcement Theory (Behavior Modification)Also known as Pavlov’s Theory! Reinforcement theory: Behavior can be controlled through the use of rewards. Stimulus Response Consequences (Behavior/Performance) (Reinforcement/ Positive or Negative)

32. Types of Reinforcement • Positive– Most Effective • Offering rewards for behavior • Thanks, Praise, Pay, Promotions, Time off • Avoidance – • “Negative Reinforcement” • No actual punishment is implemented • Threat of negative consequence • Employee avoids negative consequence by avoidingundesirable behavior • Extinction • Withholding reinforcement • Punishment– Least Effective • Provides undesirable consequence for undesirable behavior • Reprimands, probation, demotion, loss of privilege • May cause other undesirable behavior such as sabotage or theft.

33. Schedule of Reinforcement • Continuous reinforcement • Each and every desired behavior is reinforced. • Intermittent reinforcement • Rewards are given based on the passage of time (interval schedule) or output (ratio schedule). 1. Fixed interval schedule 2. Variable interval schedule 3. Fixed ratio schedule 4. Variable ratio schedule

34. Motivating with Reinforcement • Positive reinforcement is generally the best motivator. • Continuous reinforcement is usually better at sustaining desired behavior, but is not always possible. • Guidelines: • Set clear objectives. • Select appropriate rewards. • Select the appropriate reinforcement schedule. • Do not reward mediocre or poor performance. • Focus on positive/praise-giving reinforcement rather than negative/criticizing reinforcement (Pygmalion effect). • Never go a day without giving praise. • Do things for your employees rather than to them.

35. Techniques: Giving Praise • Giving praise creates a win-win situation. • Activates the Pygmalion effect. • Most powerful, least expensive and most underused technique. Here’s how to give praise: (Coaching Steps) Step 1. Tell the person exactly what was done correctly. Step 2. Tell the person why the behavior is important. Step 3. Stop for a moment of silence. Step 4. Encourage repeat performance.

36. Employee Coaching: Employee Performance Coaching Skills - YouTube

37. Techniques: MBO (I) Management by objectives: process by which managers and their employees jointly set objectives for the employees, periodically evaluate the performance, and reward according to the results. • Objectives state what is to be accomplished within a given period of time. • Criteria for objectives • Difficult but achievable • Observable and measurable • Specific, with a target date. • Participatively set, when possible • Accepted

38. Techniques: MBO (II) • Objectives should be written. Objectives Model Infinitive + Action verb + Singular behavior + Target date • Three steps of MBO • Step 1. Set individual objectives and plans • Step 2. Give feedback and evaluate performance. • Step 3. Reward according to performance.

39. Techniques: Job Enrichment Job enrichment: process of building motivators into the job itself by making it more interesting and challenging. • Delegate more variety and responsibility. • Form natural work groups. • Make employees responsible for their own identifiable work. • Give employees more autonomy.

40. Techniques: Job Design Job design: the employee’s system for transforming inputs into outputs. • Most effective when done by the employee rather than an outside expert or management. Job simplification: process of eliminating, combining and/or changing the work sequence to increase performance.