4/2/2014
Motivation
and Goalsetting
Building Blocks for Supervisors Series
March, 2014
Why do I need to know?
 Employee performance is directly
linked to motivation
 Motivated employees are more
engaged (morale & satisfaction)
 Retain high potential employees
 Effective goal-setting leads to
better outcomes
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4/2/2014
“Leadership is the art of getting
someone else to do something you
want done because he wants to do it.”
~ Dwight D. Eisenhower, 1890 - 1969
What is motivation?
Please write a one-sentence definition of
EFFECTIVE MOTIVATION
A set of forces that cause people to
behave in certain ways
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DISCUSSION QUESTION
Can you motivate someone else
to do something?
What do you think?
Please rank the following:
 Appreciation/Recognition
 Job security
 Good wages & benefits
 Interesting/challenging work
 Good working conditions
Help with personal problems
Feeling involved
Autonomy/control over work
Meaningful work
Career growth, learning and
development opportunities
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Theories of Motivation
Theory X & Theory Y
Maslow’s Hierarchy of Needs
Herzberg’s Two-Factor Theory
McClelland’s Theory
Expectancy Theory
The Human Resources Model
Theory X and Theory Y
Theory X
Theory Y
 People are lazy.
 People are energetic.
 People lack ambition and
dislike responsibility.
 People are ambitious and
seek responsibility.
 People are self-centered.
 People resist change.
 People are gullible and not
very bright.
 People can be selfless.
 People want to contribute
to business growth and
change.
 People are intelligent.
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Maslow’s Hierarchy of Needs
General
Examples
Self-Fulfillment
SelfActualization
Needs
Status, Prestige
Esteem Needs
Friendship
Organizational
Examples
Challenging Job
Job Title
Friends at Work
Social Needs
Stability
Security Needs
Shelter
Physiological Needs
Pension Plan
Salary
Two Factor Theory
Hygiene Factors
Motivation Factors
• Supervisors
• Achievement
• Working Conditions
• Recognition
• Interpersonal Relations
• The Work Itself
• Pay & Security
• Responsibility
• Company Policies &
Administration
• Advancement &
Growth
Dissatisfaction
Satisfaction
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McClelland’s Theory
Based on the assumption that through life
experiences, people develop various needs.
 The need for achievement-the desire to do
something better than it has been done before.

The need for power-the desire to control, influence,
or be responsible for other people.

The need for affiliation-the desire to maintain close
and friendly personal relationships.
Expectancy Theory
Individual
Effort
Individual
Performance
EffortPerformance
Issue
Organizational
Rewards
PerformanceReward
Issue
Personal
Goals
RewardsPersonal
Goals Issue
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Rewards
 Extrinsic rewards are external to the
person; for example, praise or money.
 Intrinsic rewards are internal to the
person; for example, satisfaction or a
feeling of accomplishment.
Using/Creating Rewards
 Recognition programs
 Extrinsic rewards (non-monetary)
 What incentives are valued by staff?
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So, given all these models of
motivation, how do I know what will
factors will most likely be motivational
to my employees?
Effective Motivation
Effective motivation enhances the
employee’s intrinsic sense of
accomplishment, contribution,
involvement, and satisfaction. Rewards
that facilitate this usually relate to the
mission and values of the organization.
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General Principles
 Know your staff. Find out what they value and what motivates them.
 Give feedback/recognition. Specific, on-the-spot praise is good!
 Partner with staff in achieving their goals. Ask employees about their
career goals and offer related assignments whenever possible.
 Educate employees about the “business” of the department and the
university.
 Keep employees informed and involved with the big picture at the
university and within the department
 Use rewards that have mutual benefit, such as skill training and
professional development.
 Use monetary rewards sparingly, and always in conjunction with
feedback, personal recognition, etc.
Ways to Enhance Job
Satisfaction and Morale
 Reinforcement/behavior modification
 Participative management and
empowerment
 Job enrichment, job redesign, job
rotation
 Management by objectives-motivating
with performance management
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Management by Objectives
Collaborative Goal-setting
Collaborative
Goal Setting &
Planning
Communicating
Organizational
Goals & Plans
Periodic
Review
Evaluation
Meeting
Setting
Verifiable Goals
& Clear Plans
Identifying Resources
Goal setting: The process of
motivating employees and
clarifying their role
perceptions by establishing
performance objectives
Coaching &
Counseling
Aligning Goals to
Organizational Goals
Cascading goals

Strategic goals relate to mission
 Tactical goals set by manager for
office/department
 Operational goals allow managers to
set individual objectives and help
employee understand how they relate
to strategic goals
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SMART Goals
Specific
Measureable
Achievable
Relevant
Time-oriented
The Pygmalion Effect
The direct relationship between
expectations and performance
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Feedback
 Critical step in encouraging
employees to accomplish goals
Provide information to move closer to
accomplishing goals
 Opportunity to praise and/or re-direct
 Feeling of involvement

Key Motivation Strategies
 Involve
 Validate
 Develop
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Involving
 Delegate
 Assign an employee or team
responsibility
Help create experts
Allow employees to participate in goals
setting and feedback
Create a collaborative atmosphere
Validating
 Reward appropriately
 Feedback from customers
 Celebrate achievements
 Create an atmosphere of trust and
open communication
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Developing
 Challenge with new tasks
 Provide opportunities to gain new
skills and knowledge
 Create goals that are SMARTER
(are also Enlarging and Rewarding)
Planning Your
Motivational Strategy
1. How will I discover the employee’s
motivators?
2. What is the task or behavior I want
the employee to do or improve?
3. What goals can I help this employee
set to help meet his/her needs?
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Planning Your
Motivational Strategy
4. In what ways can I give this
employee more autonomy?
5. How can I demonstrate motivating
confidence in this employee
6. How can I use recognition and/or
feedback to support motivation?
Leadership
The process of
motivating others
to work to meet
specific objectives
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