provide key insights that you gathered from this seminar that were not on the PPT or mentioned directly by the lecturer.
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Week4presentation.pptxWeek 4
BUSI7280 Managing in a Global Context
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Weekly Learning Insights
Some insights still (!) not relating your ideas to the course material
Management may be seen as a process with many aspects
Relate your insights specifically, explicitly to aspect(s) of the management process
Due date for Reflective Essay 1 – 30 August 2019
Week 4
Managing People
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Your motivation
Relates to the question ‘why are you here?’ are you here to get good marks or to learn something new to help you achieve your goals?
Why are you here?
Small group discussion
Motivation
Equity theory – people will be motivated when they perceive that they are being treated fairly (transactional) – theory of motivation or observation of some people?
Expectancy theory – effort = good performance = reward > attractive reward (the perceived/learned relationship between effort and performance and the value of the outcome) – extrapolation of reinforcement/behaviourism. Learning by association.
Alternative theories
Motivation
Reinforcement theory – behaviours with positive consequences will occur more frequently than behaviours with negative consequences - behaviourism – positive and negative reinforcement, punishment and extinction; e.g. ‘incentivizing’ and bonuses.
Goal setting theory – people will be motivated to the extent to which they accept a goal and receive feedback toward achievement. It is based on the premise that conscious goals affect action.
More alternative theories
Motivation
Goal Orientation Theory – early conceptualizations from the 1970s. Most current research is based on Dweck’s (1989) theory of goal orientation (designed to understand children’s acquisition of new skills) – performance (perform well relative to others) v learning (improve skills) goals (situational characteristics or individual trait)?.
And you guessed it ….
Motivation – a mangerialist approach
https:// www.ted.com/talks/dan_pink_on_motivation/discussion
What assumptions are made in this talk?
What are the underlying assumptions?
Motivation
SDT focuses on the ‘nature’ of motivation, that is, the ‘why of behaviour.’
The underlying assumption is that “human beings are active, growth-oriented organisms who are naturally inclined toward integration of their psychic elements into a unified sense of self and integration of themselves into larger social structures” (Deci & Ryan, 2000, p. 229).
Self-Determination Theory
SDT
Doing an activity for its own sake because one finds the activity inherently interesting and satisfying.
Think about your core values and how they relate to the things you love doing.
What sorts of activities are intrinsicly motivating for you?
Intrinsic motivation
SDT
Doing an activity for an instrumental reason.
Some extrinsic motivation can be relatively controlled by external factors.
Some extrinsic motivation can be relatively autonomous - i.e. self-regulated through an individual’s acquired goals and values.
Extrinsic motivation
SDT
having no desire or inclination to undertake a particular task or role.
Amotivation
Work motivation
The Work Extrinsic and Intrinsic Motivation Scale (WEIMS) is an 18-item measure of work motivation theoretically grounded in self-determination theory (Deci & Ryan, 2000).
Results are discussed in regard to the applicability of self-determination theory to the workplace.
Complete for yourself with regard to current work, future work or current study
WEIMS (Tremblay et al., 2009)
Optimal motivation
Can we create environments that encourage optimal levels of motivation?
As a manager, what level of motivation do you need from individuals in your team?
How might you create an environment or culture that facilitates this optimal level of motivation?
How might a manager know when an employee is not optimally motivated for their work and what might you do about it?
Small Group discussion
In your small groups answer each of the three questions
What is the best insight you gain from this discussion?
Insight writing break
Employee Empowerment
SDT research suggests that managers should promote high-quality performance and wellness among employees by:
acknowledging employees’ views;
encouraging initiative;
offering choices in how work is done;
providing meaningful feedback;
assign tasks that are challenging; and
giving a rationale when requesting a behavior.
Effort and Innovation
Based on the findings of a
In their study of engineers, Doll and Deng (2010) found that psychological empowerment leads to increased effort and innovation.
Small group discussion
Has anyone been in a working environment in which managers empowered employees?
“
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Performance management
The ability to bring out the best in others is a key management competency
Developing self-awareness and awareness of others helps you communicate with influence
But creating environments with optimal motivation brings out the best in both yourself and others.
Performance Appraisals
Generally have three main components:
Setting performance ratings or assessment criteria that will be applied to employees;
Judging employees against the ratings; and
Providing feedback about the judgment to the employee.
Performance appraisals
Developmental – to help improve performance through greater awareness, motivation or effort or used to determine development and training needs.
Administrative –used as the basis for decisions about rewards, promotions, training, contract renewal or redundancies.
Gifford 2016
Must keep these activities separate
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Goal Setting
Links goal setting to task performance:
specific and challenging goals,
combined with appropriate feedback,
contribute to enhanced task performance (Williams and McWilliams, 2014).
Edwin Locke and Gary Latham (1990)
Goal Setting Theory
Goals provide direction, guiding an employee’s attention and effort towards goal-relevant activities;
Goals can be motivating, ambitious goals lead to greater effort than low goals;
Goals increase persistence, when people are allowed to control the time they spend on a task they generally spend longer on challenging goals; and
Goals lead to the development and use of task-relevant knowledge and strategies, and thus indirectly contribute to performance.
Locke and Latham 2002
Goal Setting Activity
List what you are working on right now
Write a brief statement about your motivational relationship with each of these projects
Note your goal/s for each of these projects
Separately, write down one or more of your long-term goals, for example, what do you want to be doing in 5-10years?
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Listening activity
Find someone you haven’t already talked to
Share your immediate and long-term goals
Talker – discuss how the projects you are currently working on are aligned with your goals
Listen to each other carefully
How would you classify your partner’s motivation?
Emotional Intelligence
The ability to monitor one’s own and other’s feelings and emotions, and the ability to discriminate or discern among those and to use this information to guide one’s thinking and actions (Salovey and Mayer, 1990).
Mohapel, P. (2013)
Author of Enhancing Working Relationships: Incorporating Dialogue with Emotional Intelligence (2012)
Coaching activity
Team member / Client:
Your WEIMS/EI scores
Your management competency strengths
Your goals/dreams
What is important to you in life
What you value/what motivates you
Things to work on
Manager/Coach
Active/Mindful listening
Focused attention
Show your own vulnerability/talk tentatively/give your client the joy of talking
Practice empathy, compassion and listen for understanding
Can you bring out the best in your team member?
Learning Insights…
Your own ideas are important but don’t forget to check current research:
https://hbr.org/topic/managing- people
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Thank you
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