Motivation and Assessment Conventional wisdom would have us believe that the main purpose of assessment is as a stick to force students to learn. The customary.

Slides:



Advertisements
Similar presentations
Motivation Motivation : involves a conscious decision to perform one or more activities with greater effort than one performs other activities competing.
Advertisements

MOTIVATION.
CHAPTER 13 MOTIVATION IN MULTINATIONAL COMPANIES.
8 Motivation Chapter Twelve: Motivation
MOTIVATION. LEARNING INTENTIONS Students will be able to: Explain the motivational theories of Maslow, Herzberg & Locke Compare & contrast these theories.
Motivation and Empowerment
Motivation and Empowerment
Motivation and Empowerment
P O L C A Leading.
Chapter 8 Motivation.
Chapter 6: Basic Motivation Concepts
Work Motivation.
Motivating for High Performance
Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 12–1 Motivation and Performance Motivation –The willingness to achieve organizational.
Motivation.
Chapter 17 Motivation.
Foundations of Employee Motivation 3 C H A P T E R T H R E E.
NVSC LtCol J. D. Fleming 16 October 2014.
Motivational Theory. Describe Maslow’s theory & other theories related to management. How these theories applicable in managing people/nurses. Why you.
Motivating for high Performance
Motivation. Carrot or stick based motivation. People are internally or externally motivated. What motivates one person may not motivate another.
Understanding Management First Canadian Edition Slides prepared by Janice Edwards College of the Rockies Copyright © 2009 Nelson Education Ltd.
Leadership Behavior and Motivation
Motivation Dr. K. A. Korb University of Jos. Overview Maslow’s Hierarchy of Needs Overview of Intrinsic and Extrinsic Motivation – Behavioral Approach.
Motivation in Organizations
Motivation in Organizations CH7: Organizational Behavior 261 Gabrielle Durepos.
Lecture # 15 & 16 Chapter 12 - Motivation. Motivation Process Motivation is force energizing behavior or giving direction to your behavior. Need Theories:
1 MOTIVATION. 2 MOTIVATION n Force within an individual that initiates and directs behavior n Motivation is inferred and cannot measured n Behavioral.
MOTIVATION. INTRODUCTION Motivation is the desire that workers possess to complete a task Example: It is motivation that determines whether a laborer.
Motivation Part 2. Approaches of the MotivationGeneral ConceptsMajor Theories of Motivation Contents of the Lecture.
Leadership Behavior and Motivation
Motivating People Chapter Ten McGraw-Hill/Irwin Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.
Chapter ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or.
Theories of Motivation. Work Motivation Definition –Internal State that directs individuals to certain goals and objectives Not directly observable.
Chapter 11: PowerPoint 11.1 Chapter 11: Motivating Employees John W. Slocum, Jr. Susan E. Jackson Don Hellriegel COMPETENCY-BASED MANAGEMENT 11 th Edition.
Motivation and Performance Chapter 13. The Nature of Motivation Motivation: The psychological forces that determine the direction of a person’s behavior.
1 MGMT 505 Chapters 6 & 7: Motivation. 2 Motivation in Organizations ► In Organizational Behavior, motivation is defined as the force that drives an employee.
F Section E: Leading and managing individuals and teams E1. Leadership, management and supervision E2. Individual and group behaviour in business.
Organizational Behavior (MGT-502) Lecture-14. Summary of Lecture-13.
د. حسين حجازي عميد كلية ادارة الأعمال جامعة المعارف - بيروت
7 Motivation Concepts.
Chapter 13 Motivation © 2015 Cengage Learning MGMT7.
Leadership and Motivation Behavior Group 1 Danu Herlambang Fredrick Yap Joey Christian M. Nur Indrasetiawan M. Rizki Syarif.
Learning and Development Motivation. Session Objectives At the end of the session you should be able to  Define motivation  Understand the needs and.
© 2003 McGraw-Hill Ryerson Ltd. Motivation Chapter Three.
Chapter 5 Motivation at Work
12 Motivation.
Chapter 6 work motivation Michael A. Hitt C. Chet Miller
MOTIVATION IN THEORY.
Theories of Motivation
CHAPTER 8 MOTIVATION.
MOTIVATION THEORIES McGregor’s Theory ‘X’ Theory Y
Basic Motivation Concepts
Basic Motivation Concepts
Chapter 11: Motivation Theory and Practice
Motivation Any influence that triggers, directs or maintains behavior
Motivation and Empowerment
Motivation Chapter Four.
Perception and Motivation
Work Motivation.
Motivation Medical ppt
Management And Motivation
Motivation and Empowerment
Motivation and Empowerment
Motivation and Empowerment
Basic Motivation Concepts
Basic Motivation Concepts
Motivation Any influence that triggers, directs or maintains behavior
Motivating for Performance
Presentation transcript:

Motivation and Assessment Conventional wisdom would have us believe that the main purpose of assessment is as a stick to force students to learn. The customary response “Yes” to the question “Will this be on the test?” was all that was necessary to encourage student effort.

Changing Beliefs z Since the 1940s we have known that connections between student motivation and assessment were far more complex and that ‘holding the test over students heads’ was a crude way to encourage students to learn.

Motivation as a needs response zTwo well accepted theories tell us that student’s response to assessment is based on their personal needs. Maslow & Alderfer tell us that first certain basic needs must be met, relational needs come next, and finally growth needs come into play.

Translation z If we want accurate results when we assess students we: Cannot scare them into achieving Must develop positive student-teacher relationships Must make students feel they belong Promote positive student self esteem Help students feel competent Provide appropriate positive affirmations

Motivation through Satisfaction z Herzberg found that motivating people by increasing satisfaction had two important but different sets of factors. The purpose of the first set is to ‘fix’ things that make them dissatisfied. When we do so we encourage adequate performance. zTo get excellent performance we must tap into a second set of very different behavioural factors – ones that inspire people to go beyond being satisfied.

Rocket Analogy

Translation zThe ‘hygiene’ factors are a platform we need to satisfy students. Without them we cannot get learning ‘off the ground’. Think of the platform as factors needed to encourage students to seek a satisfactory grade. To encourage a student to seek the highest possible grade we need to tap into the ‘motivators’ that make the rocket ‘soar’. zOur instructional and assessment decisions must be based upon both sets of factors.

Basis for Assessment Decisions z McGregor’s theories relate to the mental models we use when dealing with people. z A theory X teacher sees students as lazy, unable to accept responsibility, and needing pressure to perform. z A theory Y teacher sees student as enthusiastic, responsible, and committed to perform well.

Translation z Theory X teachers believe that rewards and punishments are necessary to motivate students. Assessment is the ultimate tool to ‘make’ students learn. z Theory Y teachers believe that students are intrinsically motivated to learn. Assessment is an important tool to support and measure student learning.

Motivational Urges z Human behaviour is affected by three basic urges – achievement, power, and affiliation Achievement motivation – urge to do things better and set challenging goals. Power motivation – urge to have some control and have a positive effect on their organization. Affiliation motivation – urge to fit in and be liked by others.

Translation z Some students see assessment as a challenge and set high goals for learning. Fair feedback on their performance is the motivator. z Some students see assessment and its results as a way to influence their lives. Self-esteem is the motivator. z Some students see assessment and its results as a way to fit in with others. Fitting in within a supportive environment is the motivator.

Goal Setting z Goal setting is an important way to increase performance. Effective goals should be: specific and clear realistic and challenging gauged by appropriate feedback

Translation z Students who set learning goals are more likely to perform better. z Effective assessment begins with encouraging students to set learning goals. z We need to provide students with clear targets so they can set realistic but challenging goals. z We need to provide appropriate feedback on their performance and encourage them to monitor their progress.

Equity z People are motivated when they believe that life is fair and people are treated equally. z People compare themselves and their situations to others to determine fairness. z People who believe they are being treated unfairly will respond by making excuses, changing their inputs or outputs, or by quitting.

Translation z Assessment must be ‘perceived as fair’ and students must feel they are treated equally. z Students will compare their assessment results with other students. We need to be sure that our grading is based on clear criteria that are measurable and defensible. z If assessments are perceived as unfair students will, lower their efforts, lower their expectations, or simply stop trying.

Expectation of Success z People are motivated by outcomes. Three factors that motivate us are: how much we want the outcome whether we believe our efforts will lead to improvement faith that improved performance will lead to achieving the outcome

Translation z Students are motivated by success. Before assessing students we need to be sure they value what we are teaching and assessing. As we interact with students we need show them that their efforts do lead to improvement When students show improvement, their grades should reflect this improvement.