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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
MEASUREMENT/MANAGEMENT
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
MEASUREMENT/MANAGEMENT
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:
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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Some principles to follow to make measurement active are:
Some principles to follow to make measurement active are:
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
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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Performance Measurement/Management, The role of leaders
Performance Measurement/Management, The role of leaders
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.
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