BA CHAPTER 13: MOTIVATING PERFORMANCE
Motivating for Performance * Understanding why people do things is not an easy task * Predicting their response to management’s latest productivity program is harder. * Motivation * forces that energize, direct, and sustain a person’s efforts * highly motivated people, with adequate ability and understanding of the job, will be highly productive * To be effective motivators managers must know what behaviors they want to motivate people to exhibit * Managers must motivate people to * Join the organization * Remain in the organization * Come to work regularly * Perform * Exhibit good citizenship * Good citizens of org are committed, satisfied employees who perform above and beyond the call of duty by doing extra things, the company needs. * Importance of citizenship behavior may be less obvious that productivity. * Process: goal-setting, reinforcement and expectancy theories – basic and powerful actions to take. * Content: what people want and need
SETTING GOALS
Overview
* Goal setting is perhaps the most important, valid, and useful single approach to motivating performance * Goal setting works for any job in which people have control over their performance * Goal setting theory * people have conscious goals that energize them and direct their thoughts and behaviors toward a particular end

Goals that motivate * goals should be acceptable to employees * goals should be challenging but attainable * goals should be specific, quantifiable, and measurable

Stretch Goals * Stretch goals are targets that are particularly demanding, sometimes even though to be impossible * There are two types of stretch goals * Vertical stretch goals are aligned with current activities including productivity and