Savi chapter12

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CHAPTER 12, MOTIVATING PEOPLE

CHAPTER 12, MOTIVATING PEOPLE

Companies Are Judged

By The People They Keep

Companies Are Judged

By The People They Keep

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BENEFITS OF PERFORMANCE MEASUREMENT/MANAGEMENTBENEFITS OF PERFORMANCE

MEASUREMENT/MANAGEMENT

Performance planning

Routine performance measurement/management increases effectiveness of supervision

Opens communication channels

Enhances empowerment

Performance planning

Routine performance measurement/management increases effectiveness of supervision

Opens communication channels

Enhances empowerment

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BENEFITS OF PERFORMANCE MEASUREMENT/MANAGEMENTBENEFITS OF PERFORMANCE


Enhanced learning from recent success or failure

Benchmarking plots a path to success

Maximize strengths and deal with weaknesses

Good for employee morale

Improved performance

Enhanced learning from recent success or failure

Benchmarking plots a path to success

Maximize strengths and deal with weaknesses

Good for employee morale

Improved performance

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PITFALLS OF PERFORMANCE MEASUREMENT/MANAGEMENTPITFALLS OF PERFORMANCE


ATTITUDES TO MEASUREMENT Obstacles come from management thinking that:

some jobs can't be measured measurement is too difficult to work with there isn't time to measure measurement is a prompt or cue for

punishment Costs outweigh benefits Measure too much Measure too little Measure the wrong things

ATTITUDES TO MEASUREMENT Obstacles come from management thinking that:

some jobs can't be measured measurement is too difficult to work with there isn't time to measure measurement is a prompt or cue for

punishment Costs outweigh benefits Measure too much Measure too little Measure the wrong things

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Where Are We And How Did We Get here?

Where Are We And How Did We Get here?

Most people don’t like to be measured. Those who do like to be measured are

already winners

Those who don’t like to be measured have had some bad experiences

Employee of the month This is a practice that is very dangerous!

Most people don’t like to be measured. Those who do like to be measured are

already winners

Those who don’t like to be measured have had some bad experiences

Employee of the month This is a practice that is very dangerous!

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Flaws in positive reinforcement

Flaws in positive reinforcement

What we presently do to deliver reinforcement is also flawed. too late to be effective, we deliver reinforcement to the wrong people, Don’t know how to be positive, so we choose

to do nothing

What we presently do to deliver reinforcement is also flawed. too late to be effective, we deliver reinforcement to the wrong people, Don’t know how to be positive, so we choose

to do nothing

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Where Do We Want To Be, And How Do We Get There?Where Do We Want To Be,

And How Do We Get There? An absolutely perfect performance

management system would have the measures collected by the performer, and the motivation to improve come from within the performer.

Wouldn’t it be fantastic to have a group of sales people as motivated and as independent as Olympic athletes..

An absolutely perfect performance management system would have the measures collected by the performer, and the motivation to improve come from within the performer.

Wouldn’t it be fantastic to have a group of sales people as motivated and as independent as Olympic athletes..

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Figure 12.1 The evolution of reinforcement

Figure 12.1 The evolution of reinforcement

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Figure 12.2, the opportunities of positive

reinforcement

Figure 12.2, the opportunities of positive

reinforcement

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Discretionary effortDiscretionary effort

Discretionary effort, …. is what will make your organization excellent.

There are excellent performers who are simply waiting for the system to offer the reinforcement they need because they cannot find a way to get the positive reinforcement from within.

Discretionary effort, …. is what will make your organization excellent.

There are excellent performers who are simply waiting for the system to offer the reinforcement they need because they cannot find a way to get the positive reinforcement from within.

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Some principles to follow to make measurement active are:


Make positive reinforcement happen as often as possible

Don’t save up reinforcement until the annual company party.

The reward must have value to the performer

Most people say that the reward for good work is more work!

Make positive reinforcement happen as often as possible

Don’t save up reinforcement until the annual company party.

The reward must have value to the performer

Most people say that the reward for good work is more work!

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The reward should be earned Don’t reward people for things that

happen naturally, a meaningful reward should reflect meaningful work.

There should be a celebration

The reward should be earned Don’t reward people for things that

happen naturally, a meaningful reward should reflect meaningful work.

There should be a celebration

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What is Positive Reinforcement?What is Positive Reinforcement?

Here is the general rule. “positive” reinforcement can only be defined by the performer.

Here are some short examples.

A manager who was an avid golfer, wanting to reward a team for being “on the ball” gave each member a sleeve of golf balls and a pass for the local golf course at the Christmas office party.

The top sales person at the real estate office reached a new record of sales which netted the firm in excess of $750,000 in commission.

Here is the general rule. “positive” reinforcement can only be defined by the performer.

Here are some short examples.

A manager who was an avid golfer, wanting to reward a team for being “on the ball” gave each member a sleeve of golf balls and a pass for the local golf course at the Christmas office party.

The top sales person at the real estate office reached a new record of sales which netted the firm in excess of $750,000 in commission.

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“Management by wandering around”.

“Management by wandering around”.

It would be better if they used “Management by wondering around”.

It would be better if they used “Management by wondering around”.

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The value of rewardsThe value of rewards

Rewards don’t have to be expensive, they need only be of trophy value to the performer.

Incentives and rewards are an integral part of reinforcement and money is not always available..

Rewards don’t have to be expensive, they need only be of trophy value to the performer.

Incentives and rewards are an integral part of reinforcement and money is not always available..

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People, Our Most Valuable Asset, and most Threatening Liability

People, Our Most Valuable Asset, and most Threatening Liability

We get:

1. An employee refuses to wear a hard hat in the shop because their hair gets messy.

2. A drug pusher stands on a street corner defying the law.

3. An employee steals from the company

4. You decide to drink beer rather than study performance management.

We need to use the “no-but” rule

We get:

1. An employee refuses to wear a hard hat in the shop because their hair gets messy.

2. A drug pusher stands on a street corner defying the law.

3. An employee steals from the company

4. You decide to drink beer rather than study performance management.

We need to use the “no-but” rule

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We want:We want:

What do we want instead? We want performances that add value and make the realization of goals possible.

The employee to wear the hard hat so that safety is in the workplace

Drug pushers to choose a socially acceptable way to support themselves

Employees to use the assets of the company for the benefit of the company

You to study and use performance management so you can get a job and afford good beer

So, how do we get what we want?

What do we want instead? We want performances that add value and make the realization of goals possible.

The employee to wear the hard hat so that safety is in the workplace

Drug pushers to choose a socially acceptable way to support themselves

Employees to use the assets of the company for the benefit of the company

You to study and use performance management so you can get a job and afford good beer

So, how do we get what we want?

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People choose to perform based on their analysis of the Consequences of their choice

People choose to perform based on their analysis of the Consequences of their choice

Employees don’t wear hard hats because the consequence is messy hair.

Drug dealers defy the law because the consequence is they make lots of money

An employee steals from the company because the consequence is they will have what they want.

You drink beer because its fun.

Employees don’t wear hard hats because the consequence is messy hair.

Drug dealers defy the law because the consequence is they make lots of money

An employee steals from the company because the consequence is they will have what they want.

You drink beer because its fun.

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Consequences, what do they look like.

Consequences, what do they look like.

Figure 12.3, the dimensions of consequences. Figure 12.3, the dimensions of consequences.

The performers view of

consequences

Positive Negative

I Get something I want I Get something I don’t want

Immediate Future

What I get happens immediately

What I get happens in the future

Certain Uncertain

What I get happens every time I perform

What I get may or may not happen

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Figure 12.4, how consequences are perceived

Figure 12.4, how consequences are perceived

To the performer To the organization

Putting on the hard hat

NIC hair gets messy

PFU injury could be avoided

Selling drugsPIC cash in hand

NFU buyer lives could be ruined

StealingPIC goods in hand

NFU company might go bankrupt

PartyingPIC having fun with friends

NFU possible future career impact

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Which consequences are most powerful?

Which consequences are most powerful?

The lesson learned here is that Positive, Immediate, Certain, (PIC) consequences are very powerful in terms of having people choose to do something and Positive, Future, Uncertain, (PFU) consequences are very weak.

Similarly, NIC consequences are very powerful in getting someone to stop doing something while NFU consequences are weak.

The lesson learned here is that Positive, Immediate, Certain, (PIC) consequences are very powerful in terms of having people choose to do something and Positive, Future, Uncertain, (PFU) consequences are very weak.

Similarly, NIC consequences are very powerful in getting someone to stop doing something while NFU consequences are weak.

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Figure 12.5, conflicting perceptions of consequences.

Figure 12.5, conflicting perceptions of consequences.

When making a personal income, avoiding immediate cash costs or improving the short term bottom line are up against future, uncertain strategic gains, performers will most frequently choose the short term, thus damaging the long term.

When consequences are managed, performance measurement/management becomes active.

When making a personal income, avoiding immediate cash costs or improving the short term bottom line are up against future, uncertain strategic gains, performers will most frequently choose the short term, thus damaging the long term.

When consequences are managed, performance measurement/management becomes active.

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Performance Measurement/Management, The role of leaders


Leaders have four specific jobs to do. Each job is done with the full consultation of performers.

1. Define the results

2. Put boundaries on the rewards that can be used

3. Monitor the scope of the distribution of rewards

4. Monitor the effectiveness of the performance measurement/management system

Leaders have four specific jobs to do. Each job is done with the full consultation of performers.

1. Define the results

2. Put boundaries on the rewards that can be used

3. Monitor the scope of the distribution of rewards

4. Monitor the effectiveness of the performance measurement/management system

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At the same time, leaders have three jobs they should not do.

1. Don’t offer reinforcement that is not recognized by the system

2. Don’t participate in celebrations unless you are asked

3. Don’t abandon the system if there are glitches in the short run.

At the same time, leaders have three jobs they should not do.

1. Don’t offer reinforcement that is not recognized by the system

2. Don’t participate in celebrations unless you are asked

3. Don’t abandon the system if there are glitches in the short run.

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Chapter SummaryChapter Summary

Good systems need good people. There is no sense in examining a process unless

at the same time you examine the people who govern the process.

A good people system involves developing a culture that make change safe and rewarding.

Good systems need good people. There is no sense in examining a process unless

at the same time you examine the people who govern the process.

A good people system involves developing a culture that make change safe and rewarding.

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Closing RemarksClosing Remarks

Please remember three things from this book.

1. Plan for what you want.

2. Act on the plan

3. Measure your results

If you can and will do those three things, this study has been a success.

Please remember three things from this book.

1. Plan for what you want.

2. Act on the plan

3. Measure your results

If you can and will do those three things, this study has been a success.

Savi chapter12

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