Effort and Performance

Doing the Right Thing
Faking It, Not Making It

• With technology, you may be tempted to
• look like you’re working hard when you aren’t
• But, you’re usually leaving “tracks” and
• “footprints” along the way
• Motivation is all about effort. Work hard for
• your company, your customers, and yourself.

Need Satisfaction
Needs

• physical or psychological requirements
• must be met to ensure survival and well being
• Unmet needs motivate people.

Extrinsic Rewards
motivate people to:

• Join the organization
• Regularly attend their jobs
• Perform their jobs well
• Stay with the organization.

Intrinsic Rewards

• Sense of accomplishment
• Feeling of responsibility
• Chance to learn something new
• The fun that comes from performing an interesting, challenging, and engaging task.

The Most Important Rewards
Extrinsic:

• Health insurance
• Job security
• Good benefits
• Vacation time

intrinsic:

• Interesting work
• Learning new skills
• Independent work situations.

Motivating with the Basics

• Ask people what their needs are
• Satisfy lower-order needs first
• Expect people’s needs to change
• Satisfy higher order needs by looking for ways to allow employees to experience intrinsic rewards.

How People React to Perceived Inequity

• Reduce inputs
• Increase outcomes
• Rationalize inputs or outcomes
• Change the referent
• Leave.

Motivating with Equity Theory

• Look for and correct major inequities
• Reduce employees’ inputs
• Make sure decision-making processes are fair
• distributive justice
• procedural justice.

Motivating with Expectancy Theory

• Systematically gather information to find out what employees want from their jobs
• Clearly link rewards to individual performance
• Empower employees to make decisions which enhance expectancy perceptions.

Reinforcement Theory

A theory that states that behavior is a function of its consequences, that behaviors followed by positive consequences will occur more frequently, and that behaviors followed by negative consequences, or not followed by positive consequences, will occur less frequently.

Reinforcement Contingencies

• Positive reinforcement that means desirable consequence strengthens behavior
• Negative reinforcement that means withholding unpleasant consequence strengthens behavior
• Punishment that means unpleasant consequence weakens behavior
• Extinction that means no consequence weakens behavior.

Motivating with Reinforcement Theory

1. Identify, measure, analyze, intervene,
2. and evaluate
3. Don’t reinforce the wrong behavior
4. Correctly administer punishment at the appropriate time
5. Choose the simplest and most effective schedule of reinforcement.

Goal-Setting Theory

• Goal Specificity; the clarity of goals
• Goal Difficulty; how challenging goals are
• Goal Acceptance; how well goals are agreed to or understood
• Performance Feedback; information on goal progress.

Motivating with Goal-Setting Theory

• Assign specific, challenging goals
• Make sure workers truly accept organizational goals
• Provide frequent, specific
• performance-related feedback.