1. Motivating Others

2. Task Performance Performance = Ability × Motivation (Effort) Where,
Ability = Aptitude × Training × Resources
Motivation = Desire × Commitment

3. Ability Ability to perform, not only the ability of performer Aptitude
Inherent abilities a person brings to a job: physical -mental capabilities, personality characteristics built by previous skill-enhancement experiences

4. Ability Training Resources
Organized learning process for improving job related skills
Resources
Technical, personnel, financial, physical, social, political, informational

5. Motivation
Desire
Willing to perform
Commitment
Inspired persistence

6. Performance Diagnosis
How difficult are the tasks being assigned to the individual?
How capable is the individual?
How hard is the individual trying to succeed at the job?
How much improvement is the individual making?

7. Performance Diagnosis
Tendency to blame motivation without proper assessment of ability or task difficulty
First focus on ability

8. Performance Diagnosis Model
Do both the boss and subordinates agree that the subordinate’s performance needs to be improved? 1
Does this problem stem from inadequate subordinate ability? 2
Does this problem stem from inadequate subordinate motivation? 3
Is the lack of ability due to inadequate resources to do the job? 4
Is the lack of ability due to inadequate training? 5
Is the lack of ability due to inadequate aptitude? 6
Is the lack of motivation the result of poorly understood or unrealistic expectations? 7
Is the lack of motivation the result of rewards not being linked to job performance or not being fairly distributed? 8
Is the lack of motivation the result of rewards available to high performers not being salient to this person? 9
This is a PERCEPTION problem A
This is a RESOURCES problem B
This is a TRAINING problem C
This is an APTITUDE problem D
This is an EXPECTATIONS problem E
This is an INCENTIVES problem F
This is a SALIENCE problem G
YES NO
(Go to 3)
(Go to 2)
(Go to 5 or 6)
(Go to 4 or 6)
(Go to 4 or 5)
(Go to 9 or 8)
(Go to 7 or 9)
(Go to 7 or 8)
Performance Diagnosis Model

9. Diagnostic Questions Perception problem Resources problem
"Do you agree your performance is below expectations?"
Resources problem
"Do you have the resources necessary to do the job well?"
Training problem
"Is a lack of training interfering with your job performance?"

10. Aptitude problem Expectations problem Incentive problem
"Do you feel this is the right job/blend of work assignments for you?“
Expectations problem
"What are your performance expectations for this position?
Incentive problem
"Do you believe rewards are linked to your performance in this position?“

11. Salience problem
"Are the performance incentives attractive to you?"

12. Enhancing Individuals’ Abilities
Three danger signals of ability deterioration
Taking refuge in a specialty
Focusing on past performance
Exaggerating aspects of the leadership role

13. Tools for Ability Problem
Resupply
Retrain
Refit
Reassign
Release

14. Fostering Motivation Focus on both performance and satisfaction
Motivation → Performance →
Outcomes → Satisfaction

15. Performance - Satisfaction
Emphasis on performance
Low
High
Indulging
Integrating
Ignoring
Imposing
Emphasis on satisfaction

16. Motivating Program MOTIVATION → PERFORMANCE
Establish moderately difficult goals that are understood and accepted
Ask: “Do subordinates understand and accept my performance expectations?”

17. Performance Expectations
Clearly define an acceptable level of overall performance or specific behavioral objective
Make sure the individual understands what is necessary to satisfy expectations
Formulate goals and expectations collaboratively, if possible
Make goals as challenging and specific as possible

18. Motivating Program MOTIVATION → PERFORMANCE
Remove personal and organizational obstacles to performance
Ask: “Do subordinates feel it is possible to achieve this goal or expectation?”

19. Performance Obstacles
Help remove all obstacles to reaching performance objectives
Make sure the individual has adequate resources
Use the resupply, retrain, refit, reassign, or release remedies if ability is a problem
Assess how much help a person expects, needs, and how much help is otherwise available

20. Leader Involvement
Subordinates’ expectations (How much help do they want?)
Leader’s involvement (How much help should I provide?)
Subordinates’ performance and satisfaction
Task characteristics (How much help is needed?)
Organ structure and system (How much help is already available?)

21. Motivating Program PERFORMANCE → OUTCOMES
Use rewards and discipline appropriately to extinguish unacceptable behavior and encourage exceptional performance.
Ask: “Do subordinates feel that being a high performer is more rewarding than being a low or average performer?”

22. Reinforcing Performance
Make rewards and discipline contingent on high performance or drawing nearer to the performance objective
Carefully examine the behavioral consequences of your nonresponses
Use discipline to extinguish counterproductive behavior and rewards to reinforce productive behaviors.

23. Behavior Shaping Strategies
Reprimand
Redirect
Reinforce
Discipline
Reward
Unacceptable behavior
Acceptable behavior
Exceptional behavior

24. Behavior Shaping Strategies
Reprimand
Identify the specific inappropriate behavior, give examples, indicate that the action must stop
Point out the impact of the problem on the performance of others, on the unit’s mission, and so forth
Ask questions about causes and explore remedies

25. Behavior Shaping Strategies
Redirect
Describe the behaviors or standards you expect, make sure the individual understands and agrees that these are reasonable
Ask if the individual will comply
Be appropriately supportive

26. Behavior Shaping Strategies
Reinforce
Identify rewards that are salient to the individual
Link the attainment of desirable outcomes with incremental, continuous improvement
Reward (including using praise) all improvements in performance in a timely and honest manner

27. Motivating Program OUTCOMES → SATISFACTION
Provide salient internal and external incentives
Ask: “Do subordinates feel the rewards used to encourage high performance are worth the effort?”

28. Salient Rewards Work redesign
Altering job characteristics: skills variety, task identity, task significance, autonomy and feedback

29. Salient Rewards Personal needs
Hierarchy of needs: physiological, security, social, esteem and self actualization
Existence, relatedness and growth
Achievement, affiliation and power

30. Motivating Program OUTCOMES → SATISFACTION
Distribute rewards equitably
Ask: “Do subordinates feel that work- related benefits are being distributed fairly?”

31. Equity and Fairness
Perception of equity and fairness

32. Motivating Program OUTCOMES → SATISFACTION
Provide timely rewards and specific, accurate, and honest feedback on performance
Ask: “Are we getting the most out of our rewards by administering them on a timely basis as part of the feedback process?”

33. Timely Reward and Feedback
Provide timely rewards and accurate feedback
Minimize the time lag between behaviors and feedback on performance, including the administration of rewards or reprimands
Provide specific, honest, and accurate assessments of current performance and long-range opportunities