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Motivating Others
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Individual Differences in Motivation
Self-esteem Chronic Situational Socially influenced
Need for achievement Intrinsic motivation
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Increasing Self-Esteem Self-esteem workshops Experience with success
self-fulfilling prophecy trying new experiences and taking little steps
Supervisor behavior Pygmalion effect
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Goal Setting
Concrete Specific High but reasonable Self-set (?)
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Providing Feedback
Positive Feedback should be specific should be sincere should be timely
Negative Feedback should be constructive concentrate on behaviors always give in private
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Rewarding Excellent Performance
Timing of the reward Contingency of the
reward Type of reward
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Financial Incentive Plans Individual Incentive Plans
pay for performance merit pay
Organizational Incentive Plans profit sharing gainsharing stock options
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Punishing Poor Performance
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The Premack Principle
Different things reinforce different people We can get people to engage in behaviors
they don’t like (e.g., studying) by reinforcing them with the opportunity to engage in behaviors they like better (e.g., taking out the trash)
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Expectancy Theory
Expectancy Instrumentality Valence
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Treating Employees FairlyEquity and Keeping Promises
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Motivation Level of Other EmployeesSocial Learning