WGU C203 Ch. 10 Motivation & Coaching Skills

Recognition

Recognition is a strong motivator because it is a normal human need to crave recognition, and workers often do not feel they receive enough recognition. To appeal to the recognition need, identify a meritorious behavior and then recognize that behavior with an oral, written, or material reward. To maximize its motivational impact, recognition should be linked to corporate values and personal goals.

Self-Efficacy

The confidence in one's ability to carry out a specific task.

Engagement

The current buzzword for the commitment that workers make to their employers.

Goal Theory

The premise that behavior is regulated by values and goals.

Valence

The worth or attractiveness of an outcome.

Equity Theory

This theory can be applied to employee motivation. When employees believe that they are being treated equitably, they are more willing to work hard. People consider their own inputs in relation to outcomes received, and they also evaluate what others receive for the same inputs.

VIE Theory (AKA Expectancy Theory)

This theory contains three basic components: valence, instrumentality, and expectancy. To be motivated, people must value the reward, think they can perform, and have reasonable assurance that their performance will lead to a reward

Pride Motivation

To motivate through pride, it is best for the manager to set the compass on pride, not money, and for workers to be proud of daily accomplishments.

Goal

What a person is trying to accomplish.

Expectancy theory has implications and provides guidelines for leaders, including:

1. determine necessary performance levels; 2. make the performance level attainable; 3. train and encourage people; 4. make explicit the link between rewards and performance; 5. make sure the rewards are large enough; 6. analyze factors that oppose the effectiveness of the reward; 7. explain the meaning and implications of second-level outcomes; 8. understand individual differences in valences; and 9. recognize that when workers are in a good mood, valences, instrumentalities, and expectancies will more likely enhance performance.

Goal setting is a basic process that is directly or indirectly part of all major theories of motivation including the following ideas:

1. specific and difficult goals result in high performance (yet outrageous goals can inspire); 2. goals must be accepted by group members; 3. goals are more effective when they are linked to feedback and rewards; 4. the combination of individual and group goals is very effective; and 5. a learning goal orientation is more effective than a performance goal orientation.

Motivation by Coaching

A major purpose is to achieve enthusiasm and high performance in a team setting. It focuses on the growth and development of people rather than telling them how to deal with a given situation.

Executive Coaching

A one-on-one development process formally contracted between a coach and a management-level client to help achieve goals related to professional development and/or business performance.

Expectancy Theory

A theory of motivation based on the premise that the amount of effort people expend depends on how much reward they can expect in return.

Instrumentality

An individual's assessment of the probability that performance will lead to certain outcomes. (Also referred to as a performance-to-outcome expectancy because it relates to the outcome people expect from performing in a certain way.)

Coaching Misperceptions:

1. coaching applies only to one-on-one work; 2. coaching is mostly about providing new knowledge and skills; 3. coaching easily falls into psychotherapy; 4. coaches need to be experts in what they are coaching; and 5. coaching has to be done face-to-face.

Suggestions for Improving Coaching:

1. communicate clear expectations, 2. build relationships, 3. give feedback on areas that require specific improvement, 4. listen actively, 5. help remove obstacles, 6. give emotional support including empathy, 7. reflect content or meaning, 8. give gentle advice and guidance, 9. allow for modeling of desired performance and behavior, 10. gain a commitment to change, and 11. applaud good results.

Expectancy

An individual's assessment of the probability that effort will lead to correct performance of the task. (Also referred to as effort-to-performance expectancy.)

Outcome

Anything that might stem from performance, such as a reward. Each outcome has a valence of its own. And each outcome can lead to other outcomes or consequences, referred to as second-level outcomes.

Executive Coaching May Provide:

Helping attain peak performance, counseling about weaknesses, helping achieve balance in life, helping the leader uncover hidden assets, and giving career advice.