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superseries

Motivating toPerform in the

WorkplaceFIFTH EDITION

Published for the

Institute of Leadership &Management

Institute of Leadership

& Management

AMSTERDAM BOSTON HEIDELBERG LONDON NEW YORK OXFORD

PARIS SAN DIEGO SAN FRANCISCO SINGAPORE SYDNEY TOKYO

Pergamon Flexible Learning is an imprint of Elsevier

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Pergamon Flexible Learning is an imprint of ElsevierLinacre House, Jordan Hill,Oxford OX2 8DP, UK30 Corporate Drive, Suite 400,Burlington, MA 01803,USA

First edition 1986Second edition 1991Third edition 1997Fourth edition 2003Fifth edition 2007

Copyright 1986,1991, 1997, 2003,2007 ILM.Published by Elsevier Ltd. All rights reserved

Editor: David Pardey

Based on material in previous editions of this work

The views expressed in this work are those of the authors and donot necessarily reflect those of the Institute of Leadership &Management or of the publisher

No part of this publication may be reproduced, stored in a retrieval system or transmitted in anyform or by any means electronic, mechanical,photocopying, recording or otherwise without the

prior written permission of the publisher

Permissions may be sought directly from Elseviers Science & Technology Rights Department inOxford,UK: phone (44) (0) 1865 843830; fax (44) (0) 1865 853333; email: permissions@elsevier.com. Alternatively you can submit your request online by visiting the Elsevier website athttp://elsevier.com/locate/permissions, and selecting Obtaining permission to use Elsevier material

NoticeNo responsibility is assumed by the publisher for any injury and/or damage to persons orproperty as a matter of products liability, negligence or otherwise,or from any use or operationof any methods,products, instructions or ideas contained in the material herein

British Library Cataloguing in Publication Data

A catalogue record for this book is available from the British Library

Library of Congress Cataloguing in Publication Data

A catalogue record for this book is available from the Library of Congress

ISBN 978-0-08-046413-8

For information on all Pergamon Flexible Learning publicationsvisit our website at http://books.elsevier.com

Institute of Leadership & ManagementRegistered Office1 Giltspur StreetLondonEC1A 9DDTelephone:020 7294 2470www.i-l-m.comILM is part of the City & Guilds Group

Typeset by Charon Tec Ltd (A Macmillan Company),Chennai, India

www.charontec.comPrinted and bound in Great Britain

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Contents

Series preface viiUnit specification ix

Workbook introduction xi1 ILM Super Series study links xi

2 Links to ILM qualifications xi

3 Links to S/NVQs in management xi

4 Workbook objectives xii

5 Activity planner xiii

Session A The aims and objectives of appraisal 11 Introduction 12 Defining performance appraisal 2

3 The benefits of performance appraisal 3

4 Resistance to performance appraisal 4

5 The purpose of performance appraisal 7

6 Aims and objectives of performance appraisal 9

7 Summary 18

Session B The appraisal process 191 Introduction 19

2 Planning and preparation 20

3 Assessing performance 22

4 Before the interview 29

5 At the start of the appraisal interview 32

6 During the interview 35

7 Agreeing future performance 44

8 After the interview 50

9 Summary 53

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Session C Assessment reports and records 551 Introduction 55

2 Recording systems 563 Who should have access to appraisal records? 62

4 Summary 64

Session D What is motivation? 651 Introduction 65

2 Definitions 66

3 Values and attitudes 70

4 The right atmosphere 73

5 Clear objectives 746 Summary 78

Session E Understanding behaviour at work 791 Introduction 79

2 Maslow: needs theory 80

3 McGregor: Theory X and Theory Y 84

4 Herzberg: the two-factor theory 87

5 Hackman and Oldham: internal motivation 98

6 Summary 103

Session F Giving and receiving feedback 1051 Introduction 105

2 The role of feedback in communication 106

3 Giving feedback to improve performance 110

4 Feedback in less formal situations 111

5 Receiving feedback 116

6 Summary 119

Performance checks 1211 Quick quiz 121

2 Workbook assessment 124

3 Work-based assignment 125

Contents

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v

Contents

Reflect and review 1271 Reflect and review 127

2 Action plan 1323 Extensions 134

4 Answers to self-assessment questions 135

5 Answers to activities 140

6 Answers to the quick quiz 141

7 Certificate 142

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vii

Series preface

Whether you are a tutor/trainer or studying management development

to further your career, Super Series provides an exciting and flexible resource

to help you to achieve your goals. The fifth edition is completely new and

up-to-date, and has been structured to perfectly match the Institute of

Leadership & Management (ILM)s new unit-based qualifications for first line

managers. It also harmonizes with the 2004 national occupational standardsin management and leadership, providing an invaluable resource for S/NVQs

at Level 3 in Management.

Super Series is equally valuable for anyone tutoring or studying any management

programmes at this level,whether leading to a qualification or not. Individual

workbooks also support short programmes,which may be recognized by ILM

as Endorsed or Development Awards, or provide the ideal way to undertake

CPD activities.

For learners,coping with all the pressures of todays world,Super Series offers

you the flexibility to study at your own pace to fit around your professional

and other commitments. You dont need a PC or to attend classes at a specifictime choose when and where to study to suit yourself! And you will always

have the complete workbook as a quick reference just when you need it.

For tutors/trainers, Super Series provides an invaluable guide to what needs

to be covered,and in what depth. It also allows learners who miss occasional

sessions to catch up by dipping into the series.

Super Series provides unrivalled support for all those involved in first line

management and supervision.

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ix

Title: Motivating to perform in the workplace Unit Ref: M3.12

Level: 3

Credit value: 2

Learning outcomes Assessment criteria

The learnerwill The learnercan (in an organization with which the learner is familiar)

1. Understand the 1.1 Explain the value of formal and informal performance assessment

value of assessing in the workplace

performance to 1.2 Identify ways that could ensure fair and objective formal assessment

meet organizational

and individual

needs

2. Know how to 2.1 Outline the factors that influence how people behave at work

motivate the team 2.2 Explain how to apply one basic recognized theory of motivation

to improve to team members

permormance inthe workplace

3. Understand the 3.1 Explain the importance of feedback to improve communication

value of feedback and performance

in the workplace 3.2 Compare the effectiveness of different types of feedback

Unit specification

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Workbookintroduction

1 ILM Super Series study links

This workbook addresses the issues ofMotivating to Perform in the Workplace.

Should you wish to extend your study to other Super Series workbooks cov-

ering related or different subject areas, you will find a comprehensive list at the

back of this book.

2 Links to ILM qualifications

This workbook relates to the learning outcomes of Unit M3.12 Motivating to

perform in the workplace from the ILM Level 3 Award, Certificate and

Diploma in First Line Management.

3 Links to S/NVQs in management

This workbook relates to the following Units of the Management Standards

which are used in S/NVQs in Management, as well as a range of other S/NVQs:

D6. Allocate and monitor the progress and quality of work in your area of

responsibility

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Workbook introduction

xii

4 Workbook objectives

All organizations need information on how their employees are performing

and developing so that the future human resource planning and budgeting

needs of the organization can be met. It is also important to individuals that

they are given some feedback about the work they carry out. They need to

know what they do well. This motivates them and helps them to realize that

their value is appreciated. They also need to know where their performance

needs to be improved. If they dont know this then they cannot improve.

Appraisal systems provide the information that both organizations and individ-

uals need to know about performance. However, the type of system and the

techniques used vary considerably from one organization to the next. Indeedsome organizations may have no formal performance appraisal system at all.

This workbook will also assist you to contribute effectively to the perform-

ance appraisal system used in your own organization. It will also assist you in

assessing the effectiveness of your existing systems and perhaps making some

recommendations for ways in which both systems and documentation could

be improved.

But appraising performance is of no value if it doesnt lead to improvements

in performance,and at the heart of this is the need to motivate people to per-

form more effectively. The workbook reviews classical theory about motiva-

tion, some of it going back over 50 years. The subject is treated from severalpoints of view: the needs of human beings (Maslow); an examination of the

attitudes managers have towards employees (McGregor); motivation and

maintenance factors (Herzberg); the links between rewards and motivation;

internal motivation (Hackman and Oldham). All this theory may seem

daunting, but you should not find it too difficult to follow. The intention is that

by the end of the session you will have a good grasp of a number of principles

that can be applied in the workplace.

Finally, we shall look at how you can use feedback to help people recognize

the need to improve and also to acknowledge when performance meets or

surpasses the standard expected.

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4.1 Objectives

When you have worked through this workbook you will be better able to:

define performance appraisal,and plan and prepare for a performance appraisal

interview;

agree performance objectives and monitor performance against objectives;

ask appropriate interview questions and listen to employees during inter-

views;

select appropriate methods to improve performance where necessary;

draw up action plans and complete appraisal documentation;

understand what motivates people at work;

apply appropriate motivational techniques for teams and individuals;

give and receive feedback as a means of improving performance.

5 Activity planner

The following Activities need some planning and you may want to look at

them now.

Activity 17 asks you to complete a Personal Qualities Appraisal Formfor one of your work team.

Activity 18 requires you to record some details about an informal or

formal observation on your work team carrying out a task.

Activity 19 asks you to give some information about two occasions

when you have had to examine the work of your work team.

Activity 25 questions you about any occasion when you have given a

member of your work team the opportunity to assess his or her

own work.

Activity 33 requires you to complete an action plan showing a devel-

opment area for a member of your work team.

Activity 35 requires you to discuss with a member of your work

team and agree performance ratings on the three objectives set in

Activity 17.

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Activity 37 suggests that you rate the telephone behaviour of a

member of your work team.

Activity 38 advises you to complete a narrative appraisal report forone of your work team.

Some or all of these Activities may provide the basis of evidence for your

S/NVQ portfolio. All Portfolio Activities and the Work-based assignment are

signposted with this icon.

The icon states the unit to which the Portfolio Activities and Work-based

assignment relate.

The Work-based assignment (on page 125) asks you to select a job you feel

would benefit from job enrichment,and to develop a plan to achieve this. This

can also be used for your portfolio of evidence and should be useful in help-ing to demonstrate your competence in ensuring that such a plan:

is consistent with team objectives and organizational values;

reflects the identified training and development needs of all personnel for

whom you have responsibility;

is clear, relevant, realistic and takes account of team and organizational con-

straints;

is agreed with individual team members and takes account of their work

activities, learning ability and personal circumstances.

In this Work-based assignment is being considered as part of the assessment

for the ILM Level 3 S/NVQ in Management, this must be agreed in advance

with your ILM Centre and external verifier. This is to ensure that the require-

ments of the qualification are met appropriately and that suitable assessment

criteria are provided to you by your ILM Centre.

Workbook introduction

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