1. Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson Learning PPT12-1 Chapter 12 Motivating to Win

2. Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson Learning PPT12-2 Motivation Motivation is the willingness to achieve organizational objectives. Through the motivation process, people go from need to motive to behavior to consequence and finally to either satisfaction or dissatisfaction.

3. Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson Learning PPT12-3 The Role of Expectations Remember the Pygmalion effect? Your expectations and your treatment of people affect their motivation and hence their performance. If you have high expectations for your staff and treat your workers as high achievers, you will get their best.

4. Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson Learning PPT12-4 Performance Equation Performance = Ability x Motivation x Resources

5. Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson Learning PPT12-5 Pat Summitt Pat Summitt constantly looks for ways to improve her team’s performance equation. If her team’s ability is not up to snuff, she lasers in on specifics, adjusts their training accordingly, and recruits to fix holes in the net.

6. Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson Learning PPT12-6 Content-Based Motivation Theories Focus is on identifying and understanding people’s needs. Hierarchy of needs— People are motivated by five levels of needs: physiological, safety, social, esteem, and self- actualization (Maslow). ERG— People are motivated by three needs: existence, relatedness, and growth (Alderfer). Two-factor theory— Motivator factors (higher-level needs) are more important than maintenance factors (lower-level needs) (Herzberg). Acquired needs— People are motivated by their need for achievement, power, and affiliation (McClelland).

7. Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson Learning PPT12-7 Process-Based Theories Focus is on how people choose behaviors to fulfill their needs. Equity —People are motivated when their perceived inputs equal outputs (Adams). Goal-setting —Difficult but achievable goals motivate people (Locke). Expectancy —People are motivated when they believe they can accomplish the task and the rewards for doing so are worth the effort (Vroom).

8. Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson Learning PPT12-8 Reinforcement Theory Focus is on consequences for behavior (Skinner). Positive reinforcement— attractive consequences (rewards) for desirable performance encourages continued behavior. Avoidance— negative consequences for poor performance encourages continued desirable behavior. Extinction— withholding reinforcement for an undesirable behavior reduces or eliminates that behavior. Punishment— undesirable consequences (punishment) for undesirable behavior prevent the behavior.

9. Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson Learning PPT12-9 High Need Affiliations Effective teams typically have a good number of high nAffs. Think about great sport teams. Very often the “heart” of these teams are “nonstar” players who are every bit as important as the stars. The nonstars are easy to get along with, take good care of fans, and are willing to play numerous positions—they are the glue that makes the team a team. They are role players, and they emphasize their nAff, even though they obviously are pretty high nAch—or else they wouldn’t be pro athletes.

10. Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson Learning PPT12-10 Equity Theory One reason Tennessee Titans management rewarded Jevon Kearse with an incentive-laden contract was to demonstrate the club felt he was underpaid compared to similar NFL players. Titans management chose to reward Jevon with an equitable contract in order to help negotiations with his future contracts.

11. Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson Learning PPT12-11 Positive Reinforcement Another reason Jevon Kearse signed a revised contract full of incentives was to keep him performing in the last year of his multiyear contract. In Kearse’s contract, different levels of incentives are triggered at different numbers of sacks. The incentives are also based on playing time, interceptions, fumble returns, Pro Bowl selection, defensive player of the year award, and Super Bowl MVP award. Jevon could earn between $1 and $2 million extra in the 2002 season if he achieves his incentives.

12. Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson Learning PPT12-12 Punishment Pat Summitt yells at her players, which is normally a form of punishment. However, in her case players understand it is her method of motivating players. For being late to team buses and arguing with the Boston Red Sox manager, the club punished Everett by suspending him and docking his pay. Unfortunately, the punishment did not change Everett’s behavior; he continued to be a detriment to team morale, and was eventually traded.

13. Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson Learning PPT12-13 Overrewarded Some pro athletes negotiate extremely lucrative contracts that suddenly become hard to fulfill because of injury, age, or declining skills. The athlete may still be motivated to excel, but physical ability no longer warrants his or her compensation. Management has to accept the responsibility of the large contract and find alternate methods to make the team competitive.

14. Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson Learning PPT12-14 Goal-Setting Theory Goal-setting theory proposes that achievable but difficult goals motivate employees. The idea behind goal setting is that behavior has purpose—to fulfill needs. Goals help us marshal our resources to accomplish a given task.

15. Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson Learning PPT12-15 Motivating with Goal Setting Lou Holtz, coach of Notre Dame’s 1988 championship football team, noted a “circular key ring” with three keys to success: a winning attitude, positive self-esteem, and high goals. Winning attitudes lead to positive self-esteem, which in turn motivates us to set high goals, and gives us an even more positive attitude and self-esteem. Every year Holtz had players set personal goals and the team set team goals, which he wrote in his notebook.