Effective-Motivation

1、Effective Motivation,Frank Stauble Organization Development ENM 582,9 April 01,Frank Stauble,2,The Need for Motivation,Managements goal: Get the job done effectively Requires job performance by employees Job performance = f (motivation) (ability) Motivation is key to management,9 April 01,Frank Stau

2、ble,3,What Is Motivation,Desire to put forth effort Intensity of effort Capabilities are the limiting factor Directed towards organizational goals Effort toward unintended are waste Sustained periods Sustained long enough to complete goal,9 April 01,Frank Stauble,4,Low Performance: Is There a Motiva

3、tional Problem?,What is the root cause of the problem? Problem analysis Describe problem thoroughly: Separate fact and opinion Whose performance is not adequate? What specific behavior? When problem first occurred and when since? What is the extent of the problem?,9 April 01,Frank Stauble,5,Low Perf

4、ormance: Is There a Motivational Problem?,Performance comparisons Individuals various tasks Individual in previous work place Others performing the same job Define differences Between the problem and normal performance IS and IS NOT exploration is often helpful Identify any changes in the work envir

5、onment Generate and test possible causes Verify cause with confirming evidence,9 April 01,Frank Stauble,6,Low Performance: Is There a Motivational Problem?,Why root cause? Other problems are only symptoms of root Failing to find, will result in temporary solutions Findings: often the root is not mot

6、ivational Intervening problems Individual is motivated, but performance limited by factors beyond individuals control Lack of motivation exist but was not root cause Only a symptom of root cause Overload, job incompatibility.,9 April 01,Frank Stauble,7,Low Performance: Is There a Motivational Proble

7、m?,Solutions (non-motivational cause) Address root cause Adjustments to job Adjustment to job relationships Elimination of communication problems Clear and explicit instruction True motivational problems - addressed by motivational theory and practice,9 April 01,Frank Stauble,8,Preventing Problems,P

8、roblem prevention is often overlooked The best time to prevent a problem is Before it occurs Before employee is frustrated Before unnecessary work disruptions Prevents loss of productivity,9 April 01,Frank Stauble,9,Preventing Problems,How? Honesty and accuracy when hiring Result in close job/employ

9、ee fit Normal consideration in decisions Clear communication Honesty during evaluations Employees knows what to expect in future,9 April 01,Frank Stauble,10,Motivational Theory,Theories provide background Basis for motivation in practice Provide familiarity with terminology Need theories Motivation

10、is explained by fulfillment of needs Separate need into various number of internal and external drives Often criticized and only moderately effective,9 April 01,Frank Stauble,11,Motivational Theory,Reinforcement Theory Human behavior is a function of consequences Very good at predicting productivity

11、 and absenteeism Equity Theory People compare their performance and benefit received to others Inequity is eliminated by various means up to quitting Good predictor of absenteeism and turnover,9 April 01,Frank Stauble,12,Motivational Theory,Expectancy Theory Effort is dependent upon likelihood of de

12、sire outcome that will result in an attractive award Sometimes viewed as idealistic Explains low effort Goal Setting Theory Specific and difficult goals with feedback results in increased performance Excellent in predicting productivity,9 April 01,Frank Stauble,13,Motivation in Practice:Financial Mo

13、tivation,How important is money? Many sources list as most important Others minimize importance US department of labor study White-collar workers listed money as 10th Blue-collar workers list as most important Importance varies by individual Necessary to maintain lifestyle,9 April 01,Frank Stauble,1

14、4,Motivation in Practice:Financial Motivation,Equity plays a key role Lack of equitable pay will likely cause loss of motivation Comparisons are made to others, both inside and outside the company Therefore, pay below norm acts as a hygiene factor Lack of money is a disincentive,9 April 01,Frank Sta

15、uble,15,Motivation in Practice:Financial Motivation,People will do almost anything for money The higher the degree of job dissatisfaction, the more rapidly motivation will decline, despite money Monetary compensation above equilibrium is often only a temporary solution Money in not necessarily a per

16、manent motivator As excess monetary compensation is increased, there is a diminishing return,9 April 01,Frank Stauble,16,Motivation in Practice:Financial Motivation,Variable Pay Programs Piece-rate, profit-sharing, gainsharing Tie pay to performance Benefits to company Convert fixed costs into varia

17、ble costs Does not permanently increase salaries Effectiveness To be effective, a strong relationship between performance and rewards is needed,9 April 01,Frank Stauble,17,Motivation in Practice:Financial Motivation,Skill-based Pay Programs Pay based upon skills possessed Increases flexibility Impro

18、ves communication Gives employees opportunity to grow and accept new challenges Can increase productivity and job satisfaction,9 April 01,Frank Stauble,18,Motivation in Practice:Management by Objective,MBO Based upon goal setting theory Specific and difficult goals with feedback results in increased

19、 performance Adds involvement by employee in goal setting to increase acceptance Excellent at improving productivity With difficult yet realistic goals,9 April 01,Frank Stauble,19,Motivation in PracticeAdditional Tools,Recognition Very powerful and low cost Visibility improves and encourages others

20、Involvement Use a wider range of employee skills Increase commitment Gives employee control and responsibility Control over items that personally affect,9 April 01,Frank Stauble,20,Motivation in PracticeAdditional Tools,Flexibility Flexibility can be used to better meet individual needs and therefor

21、e increase motivation Flextime, compressed work weeks, flexible benefits and job sharing are common examples,9 April 01,Frank Stauble,21,Motivation in PracticeGeneral Comments,There are no universal solutions Individual needs must be addressed People have a wide range of rewards they desire Individu

22、als make comparisons Although different tools are used, equity should be maintained Use clear and visible goals along with honest evaluation. Known objectives give understanding of future,9 April 01,Frank Stauble,22,Motivation in PracticeGeneral Comments,Motivational techniques used should be diverse and comprehensive Clearly link rewards to p