BUS-Z 302 Lecture 13Outline of Last Lecture I. Went over paper that was turned in II. Went over motivation quizIII. Talked about scenarios for Team ExamOutline of Current Lecture IV. Expectancy TheoryV. Why low motivation?VI. Mountain Jacks ExampleVII. Kids Being Absent from ClassVIII. Overview of Performance ManagementIX. Performance Evaluation CriteriaCurrent Lecture-Expectancy TheoryoShow followers that their efforts will result in good performance(expectancy)oConvince followers that their performance will lead to rewards(instrumentality)-Reinforcement theoryoProvide rewards that followers want(valence)-Person sources(equity, N-ach)-Job Sources(job characteristics)-Why low motivation?oThey do not know what you wantoThey do not think they can do itoThey do not see a consequence(positive or negative)oAny consequences they do see do not matter to themoCREATE A MOTIVATION DIAGNOSTIC TO FIGURE OUT HOW TO MOTIVATE PEOPLEThese notes represent a detailed interpretation of the professor’s lecture. GradeBuddy is best used as a supplement to your own notes, not as a substitute.-Act like you are a doctor, motivating a disease-You must have all four points in order to motivate people-Moutain Jacks exampleoThe gift card example did work but only for some workersoThe vast majority didn’t actually find it beneficialoThey were getting motivated to do the absolutely wrong thingsoMust apply motivation theory and ask four questions-Do they know what you want?-Do they think they can do it?Creating smaller dessertsCreating smaller portionsCreate a combo of the things where people buy it all upfront-Do they see a consequence?The consequence doesn’t have much valence…aka they don’t see that there is a consequence-Do the consequences that they see matter to them?-Kids being absent from classesoOne idea was to contact the parents and pretty much tell on them-Motivation must be geared toward the actual studentsoMust focus on the people that actually aren't coming to school, instead of the people that are actually coming to classoMust motivate from their perspective-Overview of Performance ManagementoSelecting people for the right rolesoHow to motivate those people and make them better-Key issues in evaluating performanceoUses and importanceoMethods-Pros and cons-Use results and behaviorsNot TRAITS-Purposes of Performance ManagementoEvaluation-Lets employees know where they stand relative to objectives and standards set by the organization-Helps employers to develop raises, promotions, pay grades, etc.oDevelopment-Provides employees feedback regarding their strengths/weaknesses so that theycan focus on their energies appropriately-Helps people to get better at their job-Performance Evaluation CriteriaoTraits-Almost always negative for the performance but use widely in management-Trait Scale exampleTrait scales are too subjectiveStrengths(illusory)-Easy/convenient-Consistency across jobs-Intuitive(thinks in terms of traits)Weaknesses-Vague-Error prone-Development?-Legal supportoBehaviorsoResultsoA good combo would be a combo of behaviors and results not just traits-Want to rate what it is really important to performance Traits are hard to consistently rate and agree onWe think in terms of traits -Want objective resultsWant to be able to ask: What are the outcomes of the job?Can link it to the corporationStrengths-Less subjective-Measurement-Links to organization outcomesWeaknesses-Contamination-"out of control"-Deficiency- "doesn’t measure all I do"-Behavioral Scale ExampleStrengths-Less subjective-Defines excellence-Good for development or behavior-Link between behavior and $?Weaknesses-Have to be able to judge -Hard to think in