Determinants of performance • Function of capacity to perform – Skills – Abilities – Knowledge – Experiences • Function of opportunity to perform – Poor equipment – Outdated technology – Poor decisions – Outdated attitudes • Function of willingness to perform – Desires – Willingness to exert effort 1
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Determinants of performance• Function of capacity to perform
– Skills– Abilities– Knowledge– Experiences
• Function of opportunity to perform– Poor equipment– Outdated technology– Poor decisions– Outdated attitudes
• Function of willingness to perform– Desires– Willingness to exert effort
Can I make you do what I want you to do?
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Did You Know?
• 76% of organizations say flextime boosts employee morale.
• 75% of Gen Y workers say they expect to work for 2 to 5 employers during their lifetime
• 42% of administrative professionals prefer verbal forms of recognition
• 40% of workers cited “lack of recognition” as a key reason for leaving a job.
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Did You Know? -- 2
• 22% of US workers say they “live to work” rather than “work to live.”
• 16% of French workers say they “live to work.”• 15% of German and U.K. workers say they
“live to work.”• #1 reason why people leave a company is a
bad relationship with their boss.
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Define Motivation?
• Is a willingness to do something – conditioned by the “something”’s ability to satisfy some need.
• A process to energize, direct and persist• What is a “Need?”
• Physiological or psychological deficiency where an outcome is attractive
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Can you create a model of the Basic Motivation Process?
• Hygiene Factors– Supervision– Company policy– Relationship whit super– Working conditions– Salary– Relationship with peers– Personal life– Status– Security
• Employees weigh what they put into a job situation against what they get from it and compare their input-output ration against relevant others
• Employees attempt to correct inequities
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Expectancy Theory?
• EE– An explanation of Expectancy Theory– Take 10 minutes in groups of 3– Takeways • Model• Explanation
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Expectancy Model
Individual Effort
IndividualPerformance
Organizational Rewards
IndividualGoalsExpectancy
Instrumentality
Valence
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Expectancy Theory?
• Effort-performance linkage (Expectancy)• Probability perceived by the individual that exerting a
given amount will lead to performance
• Performance-reward linkage (Instrumentality)• Degree to which the individual believes that performing
will lead to attainment of a desired outcome
• Attractiveness (Valence)• Importance the individual places on the potential
outcome
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Organizational Justice
• Perceptions of fairness of org. procedures and decisions– Distributive Justice: fairness about distribution of
resources and rewards– Procedural Justice: fairness about the processes
used to arrive at decisions (raises, bonus, etc…)– Interpersonal Justice: fairness of treatment of
employees by authorities– Informational Justice: fairness of communication
provided to employees
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Are motivational theories culture bound?
• YES!
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• Implications for managers• 1. Recognize individual difference• 2. Match people to jobs• 3. Use goals• 4. It must be oblivious the goals are attainable• 5. Jobs should offer
– Skill variety– Task identity and significance– Autonomy– Feedback
• 6. Individualize rewards• 7. Tie rewards to performance• 8. ensure equity
– All in North America – naturally!
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#3 Use Goals• Goal statement contains four (4)
elements:–1. An action or accomplishment verb.–2. A single and measurable result.
»Model of control works well here
–3. A date of completion.–4. A cost in terms of effort, resources, or
money, or some combination of these factors.
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#3 Use Goals
• Should be short• Only “what” and “when” – not
“how” or “why”• Is challenging and attainable• Is meaningful and important• Acceptable to you