4.1 Back to Nick Video Presentation: This Stuff Doesn’t Work!

4.1

Back to Nick

Video Presentation:

This Stuff Doesn’t Work!

4.2

• 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

Turning Effort Into Performance

Objectives

4.3

Why People Work (A Quick Review)

•They have Needs

•They have developed Wants

•They exert Effort to get Wants

4.4

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.

4.5

Rewards: What Are They?

•The real or perceived result of completing a task.

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

4.6

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

InternalExternal

Examples

4.7

Relationship BetweenEffort and Reward

Effort Performance

Reward

Reward

Reward

Can I perform as expected?

If I perform, what is the result?

Is the reward desired?

4.8

Effort

•Physical and mental activity required to complete a task

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

4.9

Expectation

•Perceived ease or difficulty in completing a task

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

4.10

Performance Environment

•Support

•Past success/failure

•Crew morale

•Self-esteem

4.11

Reward-Performance Connection

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

Believability

4.12

Desirability

•The reward offered must be of importance to the individual

• Importance depends on the strongest wants or needs

4.13

So What Went Wrong?

Effort Performance

Reward

Reward

Reward

Can I perform as expected?

If I perform, what is the result?

Is the reward desired?

4.14

Let’s Try Again …

Exercise 4.1:

Choose An ActingCrew Leader

4.15

Exercise 4.2:

Selecting Rewards

4.16

Performance Model

Direction Effort

Ability

Knowledge and Skills

OrganizationalProblems

Performance

X

X

4.17

Direction

•Who

•What•Where•When•How•Why

4.18

Effort

Motivated people exert more effort than less

motivated people

4.19

3 Conditions For Extra Effort

• Task is reasonable—it can be achieved

• The reward is tied to performance

• Reward is desired

4.20

Ability

Mental and physical power to do a task

4.21

Knowledge and Skills

•Knowledge is taught

•Skill is acquired through practice

4.22

Wrong or poorly maintained equipment

Materials or resources not provided

Organizational Problems

Things that hold up work:

4.23

Performance

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

4.24

Communication

Must be a continuous two-

way process to maintain

motivation and productivity

4.25

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

4.26

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.

4.27

4.28

Direction

4.29

Direction

Effort

4.30

Direction

AbilityEffort

4.31

Direction

AbilityEffort

Skills

Knowledge

4.32

Direction

AbilityEffort

OrganizationalBarriers

Skills

Knowledge

4.33

PerformanceDirection

AbilityEffort

OrganizationalBarriers

Skills

Knowledge

4.34

PerformanceDirection

AbilityEffort

OrganizationalBarriers

Skills

Knowledge

Communication

4.35

The End

4.36

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)

4.37

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.