Presentation on theme: "4.1 Back to Nick Video Presentation: This Stuff Doesn’t Work!"— Presentation transcript:
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 Between Effort and Reward EffortPerformance 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? EffortPerformance 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 Acting Crew Leader
4.15 Exercise 4.2: Selecting Rewards
4.16 Performance Model DirectionEffort Ability Knowledge and Skills Organizational Problems Performance X X
4.17 Direction Who What Where When How Why
4.18 Effort Motivated people exert more effort than less motivated people
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.
4.29 Direction Effort
4.30 Direction Ability Effort
4.31 Direction Ability Effort Skills Knowledge
4.32 Direction Ability Effort Organizational Barriers Skills Knowledge
4.33 Performance Direction Ability Effort Organizational Barriers Skills Knowledge
4.34 Performance Direction Ability Effort Organizational Barriers Skills Knowledge Communication
4.35 The End
4.36 Rewards From Around 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 From Around 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.