SOLUTIONS FOR YOU: The Belief System of Motivation and Performance The foundation of Green’s Motivation Management Based on Victor Vroom’s expectancy

SOLUTIONS FOR YOU:SOLUTIONS FOR YOU:TThe Belief System of Motivation he Belief System of Motivation

and Performanceand PerformanceThe foundation of Green’s The foundation of Green’s Motivation Motivation ManagementManagement

Based on Victor Vroom’s expectancy Based on Victor Vroom’s expectancy theory of motivationtheory of motivation

25 years of research and 20 years of 25 years of research and 20 years of workplace application workplace application

Martha Forlines & Thad Green beliefsysteminstitute.com 678-576-5207

Conditions for MotivationConditions for Motivation

““I can do I can do it.”it.”

““Outcomes Outcomes will be tied will be tied to my to my performance.performance.””

““The outcomes The outcomes will be satisfying will be satisfying to me.”to me.”

““People are motivated by what they People are motivated by what they believe.”believe.”

Belief-1 Belief-2

Belief-3


Green Green Motivation/Performance Motivation/Performance

Assessment “GMA”Assessment “GMA”PURPOSE: PURPOSE: Use tool when targeted Use tool when targeted areas for needed improvement are areas for needed improvement are knownknown……

Assessment tool identifies Belief-1, Assessment tool identifies Belief-1, Belief-2, and Belief-3 problemsBelief-2, and Belief-3 problems

Employee then identifies potential Employee then identifies potential causes acauses and potential nd potential solutionssolutions for the for the problemsproblems


Employee completes Employee completes GMA GMA

Individual consult with Individual consult with employee & manager on employee & manager on GMA resultsGMA results

Facilitate Facilitate 1-1-1 with mgr 1-1-1 with mgr and employee and employee

Develop action plans Develop action plans and follow up for and follow up for accountabilityaccountability

Educate and Educate and persuade persuade honesty on the honesty on the GMAGMA

GMA Proven 5-Step ProcessGMA Proven 5-Step Process

Belief 1 - “Can I do it?”Belief 1 - “Can I do it?”(Excerpt from GMA Assessment)(Excerpt from GMA Assessment)

What are the most What are the most important parts of your important parts of your job? (Example: job? (Example: Customer Service Rep) Customer Service Rep)

What level of effort What level of effort do you normally give?do you normally give?

Low Avg HighLow Avg High

What performance level What performance level do you normally achieve?do you normally achieve?

Low Avg HighLow Avg High

Receiving and handling Receiving and handling inbound calls for order entry inbound calls for order entry and tech solutionsand tech solutions

0 1 2 3 4 5 6 7 8 9 10

0 1 2 3 4 5 6 7 8 9 10

Determine needs of customer Determine needs of customer using careful questioning and using careful questioning and listening skillslistening skills

0 1 2 3 4 5 6 7 8 9 10

0 1 2 3 4 5 6 7 8 9 10

Use effective time mgmt to Use effective time mgmt to handle hi call volume re. handle hi call volume re. product orders, complaints, product orders, complaints, solutions and servicesolutions and service

0 1 2 3 4 5 6 7 8 9 10

0 1 2 3 4 5 6 7 8 9 10


Belief 2 – “Will outcomes be tied to Belief 2 – “Will outcomes be tied to my performance?” my performance?” (Excerpt from GMA)(Excerpt from GMA)

Statements about your organizationStatements about your organization Disagree AgreeDisagree Agree

Poor performers would be the first to go Poor performers would be the first to go during downsizingduring downsizing

0 1 2 3 4 5 6 7 8 9 10

People who do a good job are rewarded People who do a good job are rewarded better than othersbetter than others

0 1 2 3 4 5 6 7 8 9 10

Praise and recognition are reserved for Praise and recognition are reserved for those who perform wellthose who perform well

0 1 2 3 4 5 6 7 8 9 10

Outcomes (things I get) generally are Outcomes (things I get) generally are tied to my performancetied to my performance

0 1 2 3 4 5 6 7 8 9 10

People who do a good job get what their People who do a good job get what their performance deservesperformance deserves

0 1 2 3 4 5 6 7 8 9 10


Belief 3 – “Will the outcomes be Belief 3 – “Will the outcomes be satisfying to me?”satisfying to me?”(Excerpt from (Excerpt from GMA)GMA)

OutcomeOutcome Dissatisfying SatisfyingDissatisfying Satisfying Not getting Getting Not getting Getting

UncertaintyUncertainty -10 –8 –6 –4 –2 0 +2 +4 +6 +8 +10

0 1 2 3 4 5 6 7 8 9 10

To be kept To be kept informedinformed

-10 –8 –6 –4 –2 0 +2 +4 +6 +8 +10 0 1 2 3 4 5 6 7 8 9 10

Fair Fair TreatmentTreatment

-10 –8 –6 –4 –2 0 +2 +4 +6 +8 +10 0 1 2 3 4 5 6 7 8 9 10

RespectRespect -10 –8 –6 –4 –2 0 +2 +4 +6 +8 +10 0 1 2 3 4 5 6 7 8 9 10


R U Engaged? R U Engaged? the workplace the workplace motivation and engagement assessmentmotivation and engagement assessment

PURPOSE: PURPOSE: Use tool when targeted areas for Use tool when targeted areas for needed improvement are NOT needed improvement are NOT knownknown……

Assessment tool identifies where Assessment tool identifies where (job, manager, team, company or self) (job, manager, team, company or self) barriers to high performance are located barriers to high performance are located within organization, division, or within organization, division, or departmentdepartment

By individual - identifies the barriers to By individual - identifies the barriers to high performance high performance Martha Forlines & Thad Green

beliefsysteminstitute.com 678-576-5207

Employee completes Employee completes the the R U Engaged? R U Engaged? Consult with employee on the Consult with employee on the resultresults s

BSI facilitates meeting BSI facilitates meeting between employee & between employee & managermanager

Action plans developed by Action plans developed by employee and manageremployee and manager

Educate and persuade Educate and persuade Honest responsesHonest responses

18

R U Engaged? Proven 5-Step Process

R U Engaged? – “My Job”R U Engaged? – “My Job”

Statements about “my job”Statements about “my job” Importance

1 - 10

Agreement

1 - 10

Does not have unreasonable goalsDoes not have unreasonable goals

Allows me to do what I likeAllows me to do what I like

Is perfect at this stage in my careerIs perfect at this stage in my career

Does not require skills beyond those I Does not require skills beyond those I possesspossess


R U Engaged? – “My Manager”R U Engaged? – “My Manager”

Statements about “my manager”

Importance

1 - 10

Agreement

1 -10

Makes sure I understand what is Makes sure I understand what is expected of meexpected of me

Recognizes everybody is differentRecognizes everybody is different

Deals appropriately with poor Deals appropriately with poor performersperformers

Does not show favoritismDoes not show favoritism


R U Engaged? – “My Team”R U Engaged? – “My Team”

Statements about “my team” Importance

1 - 10

Agreement

1 - 10

Makes sure my expectations are Makes sure my expectations are clearclear

Gives feedback to reinforce team Gives feedback to reinforce team performanceperformance

Is conscious of individual and team Is conscious of individual and team performanceperformance

Accepts individual differences of Accepts individual differences of each team membereach team member


R U Engaged? – “My R U Engaged? – “My Company”Company”Statements about “my company”

Importance

1 - 10

Agreement

1 - 10

Gives pay increases based on Gives pay increases based on performanceperformance

Believes in pay equityBelieves in pay equity

Avoids favoritismAvoids favoritism

Demonstrates fairness in Demonstrates fairness in promotion decisionspromotion decisions


R U Engaged? – “My SelfR U Engaged? – “My Self

Statements about “my self” Importance

1 - 10

Agreement

1 - 10

I’m confident I can do all parts of I’m confident I can do all parts of my job wellmy job well

I find out what is expected of meI find out what is expected of me

I get what my performance I get what my performance deservesdeserves

I like working hereI like working here


BSI’s 5-Step Process Boosts Results BSI’s 5-Step Process Boosts Results when…when…

ProfitabilityProfitability:: low productivity, poor individual or low productivity, poor individual or

team performance, poor quality, escalating team performance, poor quality, escalating costs, poor financial resultscosts, poor financial results

LeadershipLeadership: : unaware of impact on others, unaware of impact on others, tolerating disruptive conflict, lack of tolerating disruptive conflict, lack of accountability, lack courage to deal with accountability, lack courage to deal with employee performance issues, key talent leavingemployee performance issues, key talent leaving

Change ManagementChange Management: due to rapid growth, : due to rapid growth, downsizing, restructuring, mergers, acquisitionsdownsizing, restructuring, mergers, acquisitions

Employee satisfactionEmployee satisfaction: perceived unfairness, : perceived unfairness, hostile environment, lack of trust and respect, hostile environment, lack of trust and respect, not being kept informed, no opportunity for not being kept informed, no opportunity for input, perceived favoritism and discrimination, input, perceived favoritism and discrimination, grievances and EEOC chargesgrievances and EEOC charges


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SOLUTIONS FOR YOU: The Belief System of Motivation and Performance The foundation of Green’s Motivation Management Based on Victor Vroom’s expectancy