Performance 1

Managing and motivating performance

Definitions  Performance  Focused behaviour

 Effective behaviour  Effort + ability leads to desired result

 Performance management  Establishing cause-and-effect relationships between behaviours and effectiveness

Motivation defined  Motivation  A motivating; a providing of a motive; inducement  Purpose, or drive

 Motive  Something that prompts a person to act in a certain way; an incentive  The goal or object of one's actions  Causing, or tending to cause, motion  Prompting to action

 Motivated  Ambitious, determined; energetic – Macquarie Dictionary

McGregor’s theories  Theory X  People dislike work and will avoid it if possible  Thus, most people must be controlled, directed, or coerced into adequate effort  People prefer to be directed, wish to avoid responsibility, have little ambition, want security

McGregor’s theories  Theory Y  Work is as natural as play or rest  Control and coercion are not the only means of bringing about effort  People will make effort to achieve objectives they support  Commitment is a function of rewards  People seek and accept responsibility  People are naturally creative  People’s potential is only partly used

Motivation theories  Need theories  People have certain needs or wants that influence and direct their behaviour

 Cognitive theories  People think about themselves and their environment, and how well their needs are met

 Reinforcement and reward theories  Behaviour is learned and can be influenced through systems of reward and punishment

 Economic theories  People are work-averse and will not work without external control or incentive

Maslow’s hierarchy

Herzberg’s two factor theory Motivators

Hygiene factors

Achievement

Company policies and administration

Interesting work

Working conditions

Responsibility

Interpersonal relations

Growth and achievement

Money, status and security

Equity theory  People are motivated by a desire for fairness  If people think they are being treated unfairly, they will act to restore their feelings of equity

Expectancy theory  Dominant framework for understanding motivation at work  High motivation exists when employees see link between effort, performance and rewards  Higher motivation and effort likely when rewards more valued  Recognises individual differences

Expectancy theory in practice  Identify workforce goals and values  Provide rewards on individual basis, tied to performance  Publicise rewards so employees see link with performance  Ensure employees have knowledge, skills and understanding needed to translate motivation into high performance

Economic theories “Virtually all economic models of behaviour view workers as effortaverse – or more simply put, they don't like to work, and without some form of external control or incentive, they will not perform useful labour.” - Jeffrey Pfeffer

What motivates top public servants?  Variety and challenge  Leadership  Job interest  Material rewards  Status and prestige  Security and social needs

Factors in job satisfaction          

Respect of the people you work with Learning something new Seeing your suggestions acted on Being asked for advice Being well trained Personal freedom A challenge Helping other people Respect of other people in your field Being liked by the people you work with

Effective goal-setting  Allow people to set their own goals  Encourage people to take personal responsibility  Goals should be moderately risky  Provide prompt and relevant feedback  Link rewards and recognition  Offer support and encouragement when needed

Job characteristics model Motivated, satisfied and productive workers:  experience the meaningfulness of the work they perform  have the experience of responsibility for their work outcomes  have knowledge of the results of the work they perform

Job characteristics model

Performance management  Involves setting performance aims and expectations for organisation, business units, work groups and individual employees  Approach to planning, monitoring and reviewing performance through systematically linking needs of individuals and objectives of organisation

Performance management system features Organisation  has vision which it communicates to employees  sets individual performance targets related to organisational and business unit objectives  regularly reviews progress towards targets  uses reviews for training, development and rewards decisions  evaluates effectiveness of process

Performance management cycle

Performance problems  No people problems - just performance problems  Must be dealt with promptly  Is employee unable to do job?  Increase information, guidance, training, coaching, information

 Is employee unwilling to do job?  Increase supervision, direction, performance planning, counselling  Possibility of disciplinary action