motivation and performance management. focus on motivation before exam

Motivation and Performance Management

Focus on motivation before exam

Goals

• Many different ways to motivate employees.

• People have preferences for different types of motivation.

• Link Motivation to leadership style

• Link Motivation to organizational culture.

Performance

• Performance = motivation X ability X situational factors (leadership support, resources, peer support, etc).

• Attributions.• Ability is relatively fixed. Ability linked to wages. • Supervisors can work largely on motivation or

situational factors. In this class focus on leadership support and peer support (teams). Other classes resource (ex. MIS).

Focus on Motivation for now.

Motivation is important in management

• Basic job motivation. Most firms have average workers. Exceptional firms motivate average workers. (note some firms have high pay and select talented employees).

• Change efforts

• Supervision is easier if people are trying.

Think of a time when you were highly motivated

• Describe the circumstances.

Intrinsic vs. Extrinsic Motivation

• Intrinsic Motivation being driven by positive feelings associated with doing well on a task or job

• Extrinsic Motivation motivation caused by the desire to attain specific outcomes

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McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

A Model of Intrinsic Motivation

Sense ofChoice

Sense ofCompetence

Sense ofMeaningfulness

Sense ofProgress

Opportunity Rewards

Accomplishment Rewards

From Task

Activities

From Task

Purpose

8-19Figure 8-6


Models of intrinsic motivation

• Video

• How do they create meaning, choice, competence, progress?

.

The Job Characteristics Model

High work

effectiveness

High growth satisfaction High general job satisfaction

High intrinsic work motivation

Outcomes

Knowledge of the actual results of the work activities

Experienced responsibility for outcomes of the work

Experienced meaningfulness of work

Criticalpsychological

state

Feedback from job

Autonomy

Skill variety Task identity Task significance

Core job

characteristics

Moderators1. Knowledge and skill2. Growth need

strength3. Context satisfaction

8-15Figure 8-5

McGraw-Hill

Advantages of intrinsic Motivation

• Low cost

• Persistence is high

• Unleash employees for change.

• Builds relationships internally and externally

Disadvantages

• Control freaks nightmare

• Strategic change is difficult.

Intrinsic Motivation

• Often ignored in today’s work environment.

• Its what many of the best firms do! Very few average or below average firms do not.

• Not leadership per se but more organizational culture.

• Leadership style needs to be supportive to create the culture.

Extrinsic Motivation

• Many different approaches.

• Debate highlighted these issues.

First, What can be used as rewards

Punishments.

Equity approaches

• Discussed earlier.

Negative and Positive Inequity

A. An Equitable Situation

SelfSelf OtherOther

$2

1 hour

= $2 per hour$4

2 hours

= $2 per hour

9-5Figure 9-1


Factors Considered When Making

Equity Comparisons

Challenging assignments

Experience

Fringe benefitsEducation/training

Pay/bonusesTime

OutcomesInputs

Time off with pay/Job securityRecognition

Past Performance Ability and Skill

Effort

9-2Table 9-1

McGraw-Hill .

Pleasant/safe working environment

Loyalty to organization

Status symbolsSeniority

Career advancement/promotions

Creativity

OutcomesInputs

Opportunity for personal growth/development

Age

Factors Considered When Making

Equity Comparisons

9-3Table 9-1 cont.

McGraw-Hill

Since perceptual many ways to manage

Ask for a raise; ask for a new title;seek outside intervention

3) Person can attempt to increase his or her outcomes

Don’t work as hard; take longer breaks

2) Person can attempt to increase his

or her inputs

Work harder; attend school or a specialized program

1) Person can increase his or her inputs

ExamplesMethods

Ask for less pay4) Person can decrease his or her outcomes

9-9Table 9-2

l

Management

• Perceived Justice is important to employee.

• Some are more equity sensitive than others.

• Depends.

• Some questions. Debate if pay should be made public. What would equity theory suggest?

• Susan is a single parent. She needs to come in late to drop her kids at school. How do you manage this? How could equity theory guide your choices?

• Can you be best friends or have intimate relations with your one subordinate?

• Here is a tough one. Which leadership style is most equity sensitive? Least equity sensitive?

Expectancy theory is closely linked to reward theory.

• Assumes People will do what is most rewarding for them.

• So as students, choice to work and earn more money or study.

• Work for a course where all get As or course where full range distribution.

• Work in a course where can get an A or work in a course where lucky to get B but unlikely to fail.

Employees make the same choices.

• What gets you ahead on your job. Playing golf with your boss or doing a good job.

• Your job is MIS systems. You are the nerd of all nerds. Love programming and hate people. Job requires meeting clients needs. Spend more time programming or talking to clients?

• Effort Performance Outcomes

Vroom’s Expectancy Theory

•Expectancy belief that effort leads to a specific level of performance

•Instrumentality a performance outcome perception

•Valence the value of a reward or outcome

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Factors that Influence and Employee’s Expectancy

Perceptions• Self-esteem• Self-efficacy• Previous success at the task• Help received from a supervisor and

subordinates• Information necessary to complete

the task• Good materials and equipment to do

work with

9-15

Factors that influence Instrumentalities

• Written statements/policies

• Historical evidence.

• Past perceptions from experiences of self and others

• Role ambiguity

Valences

• Individual differences.

Lets go back to Mary Martin

• Using expectancy theory, what would you do using expectancy theory.

Managerial implications

• Make reward systems explicit and clear.• Make job standards explicit and clear.• Prepare people to succeed at job

standards.• Links to which leadership style.• Expectancies are supervisory based.

Instrumentalities can be supervisor or organizational culture.

Prerequisites to Linking Performance and Rewards

Managers should: Develop and communicate

performance standards Give valid and accurate

performance ratings Determine the relative mix

of individual vs. team contribution to performance and reward accordingly

Use the performance ratings to differentially allocate rewards among employees

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Problems

• Very general and difficult to implement in reality.

MBO/Goal Setting

• My favorite extrinsic mode of motivation.

• Effective managers work with subordinates to set specific, objective performance standards. All jobs.

• Retails sales easiest.

• Police officer

• Football athletic trainer.

Locke’s Model of Goal Setting

Encouraging thedevelopment of goal-attainment strategies

or action plans

Increasingone’s persistence

Regulatingone’s effort

Directingone’s attention

Goalsmotivate the

individualby...

Taskperformance

9-22Figure 9-3

Insights from Goal Setting Research

1) Difficult goals lead to higher performance2) Specific, difficult goals lead to higher

performance for simple rather than complex tasks

3) Feedback enhances the effect of specific, difficult goals

4) Participative goals, assigned goals, and self-set goals are equally effective

5) Goal commitment and monetary incentives affect goal-setting outcomes

9-24Table 9-4

.

MBO

• Starts at the top. Officers set strategic goals. Target. 5% revenue Growth through repeat customers -- quality and choice at a low price.

• Store manager goals

• Dept manager goals

• Floor attendants goals

• Check out goals

Goes beyond goals

• Goals are a tool to both motivate and identify performance problems (performance management).

• Goals setting done jointly long time frame.

• Monitor (indirectly) if goals are being attained.

• Provide feedback daily, weekly, monthly

• Supervisor monitors.

• Gives recognition if goals on target

• Problems solves if goals are not on target. Done in supportive manner. What does supervisor need to do to help? What does subordinate need to do to help?

• Bonuses given if goals are met.

Research supports

• But not widely used.

Managerial implications

• Steps to adoption are specific and clear.

• Monitoring and feedback.

• Leadership style.

• Organizational culture.

Dark side

• Game playing/Ethical lapses with outcome measurements.

• Poor goal assessment.

Motivation

Different approaches

Choice based on beliefs about employees, leadership style and organizational culture.

All can be proven to be effective at achieving different things.

motivation and performance management. focus on motivation before exam

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