Chapter 10-Motivation & Coaching Skills
Goal Theory
Basic Premise: Behavior is regulated by values and goals. -A goal is what a person is trying to accomplish -Our values create within us a desire to behave in a way that is consistent with them.
Expectancy Theory & Motivational Skills
Basic Premise: The amount of effort individuals expend depends on how much reward they expect to get in return. -Individuals want to maximize gain and minimize loss. -Individuals choose among alternatives by selecting one they think they have the best chance of attaining. -Individuals choose the alternative that appears to have the biggest personal payoff. -Given a choice, individuals will select the assignment they think they can handle the best and will benefit them the most.
The Expectancy Theory of Motivation
Three Basic Components - all must be present for motivation to take place. 1-Valence - Attractiveness of worth of an outcome 2-Instrumentality - Probability that performance will lead to certain outcomes 3-Expectancy - Probability that effort will lead to correct performance of the task
Appealing to pride
-Pride in a job well done is an intrinsic motivator that contributes to job performance (from within) -Receiving a gift or bonus is an extrinsic motivator (from external sources) -Managers may find their focus should be on pride, not money, as their primary motivating tactic.
Using Recognition & Pride to Motivate Others
-Recognition is a strong motivator because it is a normal human need. -Recognition can be oral, written, or material. -Recognition, including praise, is low cost and often motivates employees to elevate their performance.
Goal Theory Leadership Considerations
-Specific goals lead to higher performance than do generalized goals. -Performance generally improves in direct proportion to goal difficulty. -For goals to improve performance, the group member must accept them. -Goals are more effective when they are used to evaluate performance. -Goals should be linked to feedback and rewards. -Group goal setting is as important as individual goal setting. -Learning goal orientation improves performance more than a performance goal orientation does.
What is employee engagement?
-refers to the commitment workers make to their employer. -Leaders use motivation and coaching techniques to help keep employees engaged.
Fallacies about coaching
*Coaching applies only in one to one work *Coaching is mostly about providing new knowledge and skills *If coaches go beyond giving instruction in knowledge and skills they are in danger of getting into psychotherapy *Coaches need to be expert in something in order to coach *Coaching has to be done face to face
Expectancy Theory Leadership Considerations
-Determine what levels and kinds of performance are needed to achieve organizational goals. -Make the performance level attainable by the individuals being motivated. -Train and encourage people. -Make explicit the link between rewards and performance. -Make sure the rewards are large enough. -Analyze what factors work in opposition to the effectiveness of the reward. -Explain the meaning and implications of second-level outcomes. -Understand individual differences in valences. -Recognize that when workers are in a positive mood, high valences, instrumentalities, and expectancies are more likely to lead to good performance.
