1 Employees worker harder and smarter, not for you, but for themselves Pygmalion effect: people naturally tend to try to meet expectations (and research supports this) People need to know: What is expected of them Their role as part of a group What is acceptable and unacceptable standards of performance Motivation and Performance Bruce, Anne and Pepitone, James (1999) Motivating Employees, NY, McGraw-Hill

2 Eight Steps Provide context, challenge and variety Involve employees in setting clear standards Define scope of responsibility Encourage discussion on how to raise performance levels Document agreed performance standards and use for review Decide on agreed tasks and delegated authority Observe and follow up with feedback Be clear about rewards and act immediately on agreement Motivation and Performance

3 Positive Reinforcement Greater autonomy More responsibility Promotion Increased visibility/profile Additional resources e.g. new computer Recognition and praise More flexible work schedule Opportunity to showcase success Material rewards e.g. training, travel, dinner, lunches Motivation and Performance

4 It’s about people Involve people Have fun Celebrate a lot Walk the talk Regular reviews/feedback Show low tolerance for poor performance. Interesting Examples Nordstrom: Rule#1 Use your good judgement in all situations. There will be no additional rules Ritz-Carlton: employees are authorised to spend up to $2,000 to solve a customer problem Motivation and Performance

5 Having Fun Creates energy and enthusiasm Positive attitudes Team spirit Alleviates stress and tension Eases conflict Helps communication Unites people Breaks boredom Role model having fun; make it ok! Motivation and Performance