Answer the 3 questions below and reply to each student.
Student Reply must be over 200 words.
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In the readings there is a progression through the various connections of evaluation and motivation. You are now charged with presenting this relationship to a team of workers you supervise who need to understand how each connection is defined and relates to the next step. Provide a brief overview of the Action to Results to Evaluation to Outcomes to Needs Satisfaction process, including the definition and elements of each connection. Be sure to consider the opportunities to optimize the connections discussed in Chapter 10 when you explain how each step benefits both the employee and organization in your evaluation plan. Review and respond to two other students’ overviews as if you were their employee. Be sure to share your impression of each classmate’s evaluation plan, stating whether it is positively motivating or de-motivating, and why.
Student Reply 1: Diana Squire
Managers of organizations manage the behavior of employees to increase their performance. The best way to change behavior is through motivation. A manager needs to perform a diagnosis and set a plan on how to determine the strength of connections as well as causes of law connections when working to improve motivation. The relationships include assessment to outcomes relations, the outcome to need satisfaction connections and exploit to results connections (Pritchard & Ashwood, 2008).
Assessment of aftermath connections is characterized by the correlation between the level of evaluation and results. They describe not only the reward system but also the expected outcomes including rewards and punishments. If everyone across the board is awarded a pay rise, there will be no impact from the evaluation level. However, on a bonus and goal-setting based connection, everyone will strive to achieve the performance level required to earn the reward. The relationships won’t be the same for recognition and promotions because people value salary, recognition, and promotions differently.
According to Roos and Van Eeden (2008), an outcome of needing satisfaction connections denotes how well a result meets the needs of employees. For example, if an employee is removed from doing what he dislikes, the outcome elicits positive feelings which in turn translates into motivation. The determinants of these connections include current need state, fairness, what an outcome satisfies, as well as expectations and comparisons. Lastly, action to results connections involves determining the amount of control people have to produce results. When optimizing the relationships, pay attention to the capability of employees to perform their jobs well, resources available to them, the amount of authority on their hands and the work strategies they are applying. Consequently, act on those elements accordingly to optimize the connections.
Pritchard, R., & Ashwood, E. (2008). Managing motivation: A manager’s guide to diagnosing and improving motivation. Routledge.
Roos, W., & Van Eeden, R. (2008). The relationship between employee motivation, job satisfaction and corporate culture. SA Journal of Industrial Psychology, 34(1), 54-63.
Student Reply 2: Megan McKinney
Describe through the various connections of evaluation and motivation to a team of workers you supervise who need to understand how each connection is defined and relates to the next step.
In order to effectively manage a team to be successful, a manager should consider the connections of evaluation and motivation, as well as how each connection is defined and relates to the next step. In order to optimize action-to-results as it relates to capability, resources, authority, and work strategy, is to present the problem and possible solution to obtain the desired results for both the associate and the organization. These are the determinants for positive results in performance. Capability is a person’s action-to-results connection that can vary based on their ability to perform their expectations (Pritchard & Ashwood, 2008). When selecting talented associates to a specific role, you want to ensure they have the capabilities needed to complete the job. Resources can create a problem if they are not provided to an associate to complete their duties. It is important to establish what the resources to do the job are, as well as having them readily available for reference (Pritchard & Ashwood, 2008). When appropriate, providing the proper level of authority to have the team become self-sufficient, can help to sustain their confidence and motivation. Deciding what the proper authority should be, is a judgement call for the manager (Pritchard & Ashwood, 2008). The last determinant is work strategies. Everyone could possibly have a different work strategy to get the job done. Some may perform better than others. It is best to utilize those that perform well to share their best practices with those on the team that struggle (Pritchard & Ashwood, 2008). Conducting regular feedback sessions is a great opportunity to evaluate each person’s work strategy and how it can either improve or be shared with others. Applying all of these determinates provides the manager with the ability to proceed with an applicable approach in their next steps with each associate and the team overall. If the manager fails to follow this process, in turn the associates will fail, and that is not the desired outcome.
Provide a brief overview of the Action to Results to Evaluation to Outcomes to Needs Satisfaction process, including the definition and elements of each connection.
The outcome needs satisfaction process is when it comes to applying action-to-results to the evaluation. The first element is to identify the current state and any needs the team or associates have. Outcomes not tied to performance can produce a need satisfaction even though they do not add motivation to perform (Pritchard & Ashwood, 2008). It is almost impossible to satisfy everyone on the team’s needs, but understanding specific problems can assist in the satisfaction process. Recognition and the fairness of recognition addresses the number of needs to be satisfied for the team. The best way to approach the number of needs satisfied is to attach the outcomes to as many needs as possible (Pritchard & Ashwood, 2008). There has to be a fair assessment of how rewards are given to associates and teams. Having a fair reward system is another element in the process that includes maximizing consistency as much as possible, as well as, explaining when there are inconsistencies (Pritchard & Ashwood, 2008). The last determinant of outcome-to-need satisfaction connections is comparison, and identifying if people are using this appropriately (Pritchard & Ashwood, 2008). Knowing each individual’s perception of the environment can help to identify if the comparisons being made are fair assessments. That is why it is so important to have a fair reward system.
Be sure to consider the opportunities to optimize the connections discussed in Chapter 10 when you explain how each step benefits both the employee and organization in your evaluation plan.
Having a clear understanding of action-to-results connections can have optimal outcomes for both the associate and the organization. If you fail, we all fail. It is in the best interest of the organization to establish clear expectations and regular feedback of the achievement of those goals to their associates. If the associates understand the value of these results, they will more likely be more motivated to achieve their goals, or in some cases improve upon them. The best evaluation plan is one that is consistent, thorough, and forthcoming of solution should there be any concerns within the evaluation. Leading by example will also sustain a healthy performance from the team. The feedback system should be both sided, meaning the manager provides their assessment, and also allows for the associate to discuss their suggestions for improvement. Measuring only the metric based results can send the message that the other qualities not measured are not important (Pritchard & Ashwood, 2008). If an associate feels as though they too are heard during the evaluation process, they will be more motivated to apply feedback, and this can optimize the connection.
Pritchard, R. D., & Ashwood, E. L. (2008). Managing motivation: A manager’s guide to diagnosing and improving motivation. Retrieved from https://www.vitalsource.com/ (Links to an external site.)Links to an external site.
Consider Figure 11.1 in Chapter 11 of your text. Think back to a time in your employment past when you received feedback individually, as well as at the same time as your teammates. How did individual results translate into group results? Did the method for providing feedback have an impact on future productivity? Was the feedback comparable and uniting, or did it cause strife or animosity amongst the team? Explain your reasoning.
Respond to at least two of your classmates’ posts.
Student Reply 3: Nancy Resmini
Consider Figure 11.1 in Chapter 11 of your text. Think back to a time in your employment past when you received feedback individually, as well as at the same time as your teammates.
How did individual results translate into group results? In clinical research we meet individually and as a group with our managers. The times we meet individually, we discuss situations that need to be addressed with the team and ways to improve on items. This allows the team to think outside the box and come up with great solutions to improve on problems and shut them down.
Did the method for providing feedback have an impact on future productivity? Yes, when the group gets together and response to solving problems, we strategize together and proceed to plan. Once agreed upon the team takes the plan and writes in out in an SOP (Standard Operating Procedures) for everyone to follow.
Was the feedback comparable and uniting, or did it cause strife or animosity amongst the team? Sometimes the feedback can become very strong and the manager steps in and the group steps back for a minute and relooks at the situation at hand and how to address it together as a team. Once the team reviews all the solutions, we come together and make it work.
Pritchard, R. D., & Ashwood, E. L. (2008). Managing motivation: A manager’s guide to diagnosing and improving motivation. Retrieved from https://www.vitalsource.com/
Student Reply 4: Jennifer Wisniewski
Receiving feed back can be received multiple times throughout the year. The last time we received feedback was a couple weeks ago during our quarterly meeting. It is here when the organization tells you how you are doing, and how the group is doing as a whole. The quarterly meeting did not have any impact on our future productivity. At times the feedback is unfair due to the organization uses a system that our customers use to critic our work. Not all sites have this ability; therefore, it is not comparable and uniting (Pritchard & Ashwood, 2008). The sites have had to become resourceful working outside the confines of normal operations to receive the critic. Because the critic from the customers has a lot of value and the sites have become resourceful the results of customer service can be sued.
Pritchard, R. D., & Ashwood, E. L. (2008). Managing motivation: A manager’s guide to diagnosing and improving motivation. New York: Routledge/Taylor & Francis Group. ISBN: 9781841697895
You have been named the manager of a task force charged with conducting a critical but challenging change within your workplace. This change is likely to be met with some opposition. You will manage the task force and accomplish this change in just three months. So, you have a very short timeline in which to motivate your organization’s workforce to cooperate with your team and embrace the change it is implementing.
Use a current or past workplace as your hypothetical organization. Choose from one of the following changes to accomplish in the three-month timeframe:
Refer to Chapter 5 of Managing Motivation on how to plan a motivation improvement project. Using the four steps, create a comprehensive plan to motivate your workforce to cooperate, and even support, this difficult change. Be sure to include:
Writing the Final Project
The Final Project:
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