Managing and

motivating performance
Definitions
 Performance
 Focused behaviour
 Effective behaviour
 Effort + ability leads to desired result
 Performance management
 Establishing cause-and-effect
relationships between behaviours
and effectiveness
Motivation defined
 Motivation
 A motivating; a providing of a motive; inducement
 Purpose, or drive
 Motive
 Something that prompts a person to act in a
certain way; an incentive
 The goal or object of one's actions
 Causing, or tending to cause, motion
 Prompting to action
 Motivated
 Ambitious, determined; energetic
– Macquarie Dictionary
McGregor’s theories
 Theory X
 People dislike work and will avoid it if
possible
 Thus, most people must be
controlled, directed, or coerced into
adequate effort
 People prefer to be directed, wish to
avoid responsibility, have little
ambition, want security
McGregor’s theories
 Theory Y
 Work is as natural as play or rest
 Control and coercion are not the only
means of bringing about effort
 People will make effort to achieve
objectives they support
 Commitment is a function of rewards
 People seek and accept responsibility
 People are naturally creative
 People’s potential is only partly used
Motivation theories
 Need theories
 People have certain needs or wants that
influence and direct their behaviour
 Cognitive theories
 People think about themselves and their
environment, and how well their needs are met
 Reinforcement and reward theories
 Behaviour is learned and can be influenced
through systems of reward and punishment
 Economic theories
 People are work-averse and will not work without
external control or incentive
Maslow’s hierarchy
Herzberg’s two factor theory

Motivators Hygiene factors

Company policies and
Achievement
administration

Interesting work Working conditions

Responsibility Interpersonal relations

Growth and Money, status and

achievement security
Equity theory
 People are motivated by a desire
for fairness
 If people think they are being
treated unfairly, they will act to
restore their feelings of equity
Expectancy theory
 Dominant framework for
understanding motivation at work
 High motivation exists when
employees see link between
effort, performance and rewards
 Higher motivation and effort likely
when rewards more valued
 Recognises individual differences
Expectancy theory in practice
 Identify workforce goals and values
 Provide rewards on individual basis,
tied to performance
 Publicise rewards so employees see
link with performance
 Ensure employees have knowledge,
skills and understanding needed to
translate motivation into high
performance
Economic theories

“Virtually all economic models of

behaviour view workers as effort-
averse – or more simply put, they
don't like to work, and without
some form of external control or
incentive, they will not perform
useful labour.”
- Jeffrey Pfeffer
What motivates
top public servants?
 Variety and challenge
 Leadership
 Job interest
 Material rewards
 Status and prestige
 Security and social needs
Factors in job satisfaction
 Respect of the people you work with
 Learning something new
 Seeing your suggestions acted on
 Being asked for advice
 Being well trained
 Personal freedom
 A challenge
 Helping other people
 Respect of other people in your field
 Being liked by the people you work with
Effective goal-setting
 Allow people to set their own goals
 Encourage people to take personal
responsibility
 Goals should be moderately risky
 Provide prompt and relevant feedback
 Link rewards and recognition
 Offer support and encouragement when
needed
Job characteristics model

Motivated, satisfied and productive

workers:
 experience the meaningfulness of the
work they perform
 have the experience of responsibility
for their work outcomes
 have knowledge of the results of the
work they perform
Job characteristics model
Performance management
 Involves setting performance aims and
expectations for organisation, business
units, work groups and individual
employees
 Approach to planning, monitoring and
reviewing performance through
systematically linking needs of
individuals and objectives of
organisation
Performance management
system features

Organisation
 has vision which it communicates to employees
 sets individual performance targets related to
organisational and business unit objectives
 regularly reviews progress towards targets
 uses reviews for training, development and
rewards decisions
 evaluates effectiveness of process
Performance
management cycle
Performance problems
 No people problems - just performance
problems
 Must be dealt with promptly
 Is employee unable to do job?
 Increase information, guidance, training,
coaching, information
 Is employee unwilling to do job?
 Increase supervision, direction, performance
planning, counselling
 Possibility of disciplinary action