1

Employees worker harder and smarter, not for you, but for themselvesPygmalion effect: people naturally tend to try to meet expectations (and research supports this) People need to know:• What is expected of them• Their role as part of a group• What is acceptable and unacceptable

standards of performance

Motivation and Performance

Bruce, Anne and Pepitone, James (1999) Motivating Employees, NY, McGraw-Hill

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Eight Steps• Provide context, challenge and variety• Involve employees in setting clear standards• Define scope of responsibility• Encourage discussion on how to raise performance

levels• Document agreed performance standards and use

for review• Decide on agreed tasks and delegated authority• Observe and follow up with feedback• Be clear about rewards and act immediately on

agreement

Motivation and Performance

3

Positive Reinforcement• Greater autonomy• More responsibility• Promotion• Increased visibility/profile• Additional resources e.g. new computer• Recognition and praise• More flexible work schedule• Opportunity to showcase success• Material rewards e.g. training, travel, dinner,

lunches

Motivation and Performance

4

It’s about people• Involve people• Have fun• Celebrate a lot• Walk the talk• Regular reviews/feedback• Show low tolerance for poor performance.

Interesting Examples• Nordstrom: Rule#1 Use your good judgement in all

situations. There will be no additional rules• Ritz-Carlton: employees are authorised to spend up

to $2,000 to solve a customer problem

Motivation and Performance

5

Having Fun• Creates energy and enthusiasm• Positive attitudes• Team spirit• Alleviates stress and tension• Eases conflict• Helps communication• Unites people• Breaks boredom

Role model having fun; make it ok!

Motivation and Performance