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Transcript of Motivation
2. Demanding tasks are opportunities
3. Don’t be afraid to make mistakes
4. Track your progress
5. Persistence works Designing motivating jobs MOTIVATION Indiana Coronel
Mónica Ferrey Motivation is first just about taking that first step — just getting excited enough about something to get started. Then it’s about focusing on enjoying what you’re doing, instead of worrying about how you’re going to get to your destination.
You need to forget about your failures, or at least the part of them that gets you discouraged. Take away from your failures a lesson about what obstacles stand in your way, and leave behind any bad feelings. Those are in the past. Focus on right now, and how fun the activity is, right now. Employee growth need strength Skill variety
Feedback High motivation
Low absenteeism Meaningfullness of the work
Responsability for the work outcome
Knowledge of the actual results of work activities Motivating Employees Psychological states Managers must motivate people to:
Join the organization
Remain in the organization
Come to work regularly
Exhibit good citizenship Motivation refers to forces that energize, direct and sustain a person’s efforts. Motivating for Performance A motivation theory stating that people have conscious goals that energize them and direct their thoughts and behaviors toward a particular end. Limitations of Goal Setting
People who don’t meet their goals are more likely to engage in unethical behavior that are people who are trying to do their best but have no specific performance goals. Four key consequences of behavior either encourage or discourage people’s behavior:
Extinction Reinforcing Performance Expectancy is people’s perceived likelihood that their efforts will enable them to attain their performance goals.
Expectancy Theory considers some of the cognitive processes that go on in people’s heads. Performance-Related Beliefs Marlow’s Need Hierarchy is a conception of human needs organizing needs into a hierarchy of five major types. Understanding People’s Needs Alderfer’s ERG theory postulates three sets of needs: existence, relatedness, and growth. Quality of life work programs Personal outcomes Motivating Yourself The Hackman and Oldham model Motivation in the Workplace Wake up everyday and say to yourself:
“Just lace up and get out the door. And smile.”
Once you get started, take that first step, the rest is easy. And smiling makes it enjoyable. Goal Setting Theory Core job dimensions Learn to love the process, and don’t let your happiness be so dependent on the outcome.
Be passionate about the actual things you do, do them because you love it, and you’ll stick with it. The great things that result will be a natural by-product. Job rotation
Job enrichment Hygiene factors: characteristics of the workplace, such as company policies, working conditions, pay, and supervision
Motivators: It describes the job itself, what people do, their actual responsibilities, opportunities for personal growth, and feelings of achievement Herzberg’s Two-Factor Theory •Adequate and fair compensation
•Safe and healthy environment
•Chance for personal growth
•Development human capacities
•Social environment that fosters personal identity, freedom from prejudice, and sense of community
•Constitutionalism, or the rights of personal privacy
•A work role that minimizes infringement on personal leisure and family needs
•Socially responsible organizational actions *Have you set any goals recently?
*What is currently preventing you from reaching these goals?
*Have you taken any action to reach your goals?
*How can you improve your personal goal-reaching practices?
*What skills or abilities do you think you lack that will prevent you from reaching your goal?
* Are you truly willing to start developing these skills and abilities? "Of course motivation is not permanent. But then, neither is bathing; that is why you should do it on a regular basis.”