csc - motivating others to perform · motivating others to perform ... coca-cola to impact ......
TRANSCRIPT
© Frank Flynn
Motivating Others to Perform
“The thought that life can be better is woven indelibly into our hearts and our brains.”
Paul Simon
Why not take it?
- Can’t do it
- Won’t get it
- Isn’t worth it
© Frank Flynn
Three key questions
Effort Performance Outcome
“If I put forth the effort, will it fulfill
the given performance
requirements?”
“Will meeting the performance
requirements result in rewards that I am
promised?”
“Do I value this reward?”
© Frank Flynn
SMART Goals
SMART Goals
Specific Achievable
Measurable
(Clear)
Timetable Reasonable
© Frank Flynn
Quick question
You get what you inspect, not what you expect
Why can’t you get a cab in New York City on a rainy day?
© Frank Flynn
Three key questions
Effort Performance Outcome
“If I put forth the effort, will it fulfill
the given performance
requirements?”
“Will meeting the performance
requirements result in rewards that I am
promised?”
“Do I value this reward?”
© Frank Flynn
How rewards work
Desired behavior emitted
Desired behavior increases
Present attractive consequence
POSITIVE REINFORCEMENT
Desired Behavior Emitted
Give Attractive Reward
Desired Behavior Increases
Desired behavior emitted
Desired behavior increases
Present attractive consequence
NEGATIVE REINFORCEMENT
Undesired Behavior Emitted
Threaten Punishment
Undesired Behavior Reduced
Positive reinforcement
Negative reinforcement is not the same as positive reinforcement…
The key to effective positive reinforcement is transparency (i.e., more info about what’s expected and what’s rewarded).
Motivation = communication
Use shorter, rather than longer intervals between rewards.
Why (when) do spot rewards work?
© Frank Flynn
or
or
© Frank Flynn
Three key questions
Effort Performance Outcome
“If I put forth the effort, will it fulfill
the given performance
requirements?”
“Will meeting the performance
requirements result in rewards that I am
promised?”
“Do I value this reward?”
Loss aversion
Loss aversion is difficult to avoid in bonus-based incentive systems
Partly a framing/communication problem
Full information about losses and gains; emphasize gains.
Promote long-term perspective over short-term rationalizing
The entitlement problem…
Unexpected reward
= Dopamine!
Other means of motivation?
Extrinsic motivation – desire to perform a behavior to acquire material rewards (pay, benefits, etc.) or to avoid punishment.
Intrinsic motivation – desire to perform a behavior because it provides a sense of accomplishment and achievement or employees feel they are doing something worthwhile.
People can be both intrinsically and extrinsically motivated.
How motivating are these things?
• Learning something new • Accomplishing something worthwhile • Developing skills and abilities
Intrinsic rewards
Extrinsic rewards
• Amount of pay • Quality of fringe benefits • Having job security
Assumed importance to Fortune 500 managers
Importance
From Heath, C. 1999. “On the Social Psychology of Agency Relationships.” OBHDP, 78(1), 25-62
Is it all about rewards?
Percent donating
Assumption: people are driven by reward
From Miller, D. and Ratner, R. 1998. “Disparity between the actual and assumed power of self-interest.” JPSP, 74(1), 53-62
Is this real?
TENURE
How to increase intrinsic motivation
Autonomy - What can I do to give my subordinate more independence?
Mastery - How can I help my subordinate improve/demonstrate their competence?
Relatedness - How can I help my subordinate feel connected to others?
Purpose - How can I remind my employee of the greater purpose?
Autonomy – a study of investment banks
People value autonomy, particularly in the workplace.
Some companies have invited employees to “redesign” their jobs in ways that they think will be more enjoyable and effective.
In a landmark study of two investment banks, managers who afforded more autonomy had employees with higher levels of performance, satisfaction, and retention
Mastery – sometimes the obvious isn’t…
People work harder when they believe they will get better at their tasks.
Most managers don’t know the answers to the following questions: (1) Which tasks/projects does your employee enjoy the most? (2) Which employees feel that they are “challenged” by their jobs?
What is the difference between those pursuing mastery and everyone else – the former are “maximizers” and the latter are “satisficers”.
Relatedness – what is it?
Relationships
Responsibility
Recognition
Relatedness - for me, or for them?
Source: Grant & Hoffman, 2010
Results
Pa#ent consequences
Control
Personal consequences
And, of course…recognition
Make sure they know how you feel…
Example: Framing a bonus
“Think of what that $1,000 means: a down-payment on a new car or that
new home improvement you’ve wanted to make”
Motivational capacity
“Think of what the $1,000 means: the company recognizes how
important you are to their overall performance. They don’t spend
money for nothing”
“Think of the increased security of having that $1,000 in your bank
account for a rainy day”
Getting more out of rewards
Theatrical lighting manufacturer
After years of consistent growth, productivity starts to lag.
CEO tries to make dozens of changes to the incentive system, but nothing works.
One day, he happens to be planning the company’s annual social event…
Purpose - Genentech
What’s the purpose?
To win - Walmart, Microsoft, Oracle, Coca-Cola
To impact - Apple, Caterpillar, McKinsey, Whole Foods
To help - P&G, Johnson & Johnson, Southwest, Nordstrom
To lead - Google, General Electric, JetBlue, Zappos
Who can motivate them?
Direct supervisors have the most influence over employee motivation -- not peers, or subordinates, or even top leaders (Buckingham & Coffman, 1999; Hogan, 2006, 2007).
What changes can you make?
Pair up with someone else and brainstorm three ideas that can help boost motivation in your firm (or within your span of control)
Think about what you can control – the work environment, and of course, communication
Identify pieces of the work experience that can increase autonomy, mastery, relatedness, and purpose.
Look for ideas that can be acted upon sooner rather than later.