Performance Intervention: Motivation

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by Sydney Davis7 views·Updated Nov 5, 2021
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  1. Hello everyone. My name is Sydney Davis.
  2. Thank you for joining me today.
  3. As we learn about motivation as a performance intervention.
  4. Let's start off by defining motivation.
  5. What is it?
  6. We've all heard this word before.
  7. But have you ever taken a moment to truly
  8. consider what it means or its ability to be multifaceted
  9. to be motivated means that you have a desire to accomplish a certain goal or task.
  10. There are two main types of motivation.
  11. Extrinsic
  12. and intrinsic
  13. yeah,
  14. extrinsic motivation stems from external factors.
  15. Workplace examples of this are awards,
  16. compensations, benefits and perks.
  17. Intrinsic motivation stems from internal factors
  18. meaning an individual has an inherent interest in the activity.
  19. Mm hmm.
  20. One of the best ways to describe motivation as an intervention is through this quote
  21. organizations that provide their members with meaningful engaging work.
  22. Not only contribute to the growth of their bottom line
  23. but also create a sense of vitality and fulfillment
  24. that echoes across their organizational cultures
  25. and their employee's personal lives.
  26. This kind of intervention in the workplace
  27. enhances what is called autonomous motivation.
  28. Autonomous motivation is essentially a sibling of intrinsic motivation.
  29. It stems from the ability to make
  30. autonomous decisions in the workplace opportunities for growth
  31. and the pursuit of meaning
  32. overall motivation has one main advantage which
  33. is its ability to enhance job satisfaction,
  34. performance and engagement.
  35. Seeing an increase in these three things
  36. creates an immensely more positive work environment.
  37. And it encourages, encourages other employees to also become more motivated.
  38. It is a chain reaction.
  39. Mhm.
  40. However, just as any other intervention, it does have some limitations.
  41. Extrinsic motivation which relies on external
  42. rewards for employees can actually inhibit productivity
  43. according to Souders,
  44. rewards can sometimes signal that a task is undesirable
  45. and that motivation in this day and age requires
  46. more than the basic stick and carrot approach.
  47. One must also consider the fact that not all
  48. rewards will be considered desirable to all employees.
  49. It's also important to understand that while it is possible,
  50. intrinsic motivation can be extremely difficult to cultivate because it's
  51. so deeply stems from a person's internal thoughts and feelings.
  52. Mhm.
  53. Yeah.
  54. There are several theories that study motivation and the
  55. best ways in which it can be utilized.
  56. For example,
  57. Hertzberg's two factor theory identifies motivating factors and hygiene factors
  58. that contribute to employee performance,
  59. both seemingly able to work independently of another.
  60. However, if hygiene factors are absent in a workplace,
  61. then feeling such as job dissatisfaction
  62. and motivation tend to decline.
  63. Mhm.
  64. Maslow's hierarchy of needs,
  65. identifies the five levels of needs an individual must have
  66. in order to meet self fulfillment
  67. and expectancy theory states that individuals are most motivated
  68. when one believes that they will receive a desired reward
  69. and least motivated when one does not care for the reward
  70. or believe that their efforts will result in a reward.
  71. Mm.
  72. Mhm.
  73. An example of a motivational performance intervention is job crafting.
  74. Job crafting is the act of giving employees the opportunity
  75. to make autonomous decisions about the characteristics of their work,
  76. allowing them to tailor their jobs to
  77. both their personal and professional strengths,
  78. demands and needs,
  79. according to Souders.
  80. This type of intervention suggests that employee motivation,
  81. engagement and performance can be influenced
  82. by practices such as social job resources
  83. sources
  84. structural job resources
  85. and challenging demands.
  86. It is the intervention that seeks to optimize
  87. all these things for each individual employee.
  88. Yeah.
  89. Mhm.
  90. In conclusion,
  91. I hope you have learned something valuable
  92. about motivation as a performance intervention.
  93. I challenge you to remember these three main takeaways.
  94. One
  95. if implemented properly,
  96. motivation can enhance performance and job satisfaction.
  97. Two
  98. external rewards are not always the answer to increasing motivation,
  99. and three,
  100. providing employees with more autonomy helps to cultivate intrinsic motivation.
  101. Thank you so much for listening
  102. again. I am Sydney Davis and I wish you all a wonderful day.