Why set

objectives?
Developing SMART Objectives
O One way to develop well-written objectives is
to use the SMART approach. Developing
specific, measurable objectives requires
time, orderly thinking, and a clear picture of
the results expected from program activities.
Stands for:
Stands for:
Stands for:
Stands for:
Stands for:
Using SMART Objectives
O Writing SMART objectives also helps you to
think about and identify elements of the
evaluation plan and measurement, namely
indicators and performance measures.
What is Self – Efficacy?
O Self-efficacy is often an overlooked, but
critical component to successfully
completing a task in the workplace.
 Two Levels of Efficacy
SELF – EFFICACY
O Self-efficacy is a person’s belief about
his/her chances of successfully
accomplishing a specific task.
 Two Levels of Efficacy
COLLECTIVE EFFICACY
O is a group’s perceptions of their ability to
achieve results.
 EFFICACY-
PERFORMANCE
RELATIONSHIP
O Stanford University psychologist Albert
Bandura extensively researched the
relationship between self - efficacy and
performance and found that, “the conviction
that one can successfully execute the
behavior required” has been shown to have
a positive effect on performance.
THE CYCLICAL EFFICACY-
PERFORMANCE
RELATIONSHIP
O The relationship between self-efficacy and
on the job performance can also be
described as cyclical in nature: performance
affects self-efficacy, which in turn affects
performance.
 CYCLICAL NATURE
O DOWNWARD
O UPWARD
O SPIRAL
TRIGGERS OF EFFICACY
SPIRALS
THE QUALITY OF PERFORMANCE FEEDBACK
O Acquiring high-quality performance feedback
will help the employee avoid a downward
efficacy spiral.
TRIGGERS OF EFFICACY
SPIRALS
TASK UNCERTAINTY AND COMPLEXITY
O When feedback isn’t provided, corrective
action is less likely to be taken and self-
efficacy will decrease. This can trigger a
downward spiral.
TRIGGERS OF EFFICACY
SPIRALS
TASK EXPERIENCE
O an initial failed task can precipitate a
downward self-efficacy spiral. An employee
who experiences many successful task
completions will have a greater sense of
self-efficacy.
FOUR SOURCES OF SELF-
EFFICACY IN THE
WORKPLACE
PAST PERFORMANCE
O Bandura stated that the most effective way
of developing a strong sense of efficacy is
through mastery experiences.
FOUR SOURCES OF SELF-
EFFICACY IN THE
WORKPLACE
MODELED BEHAVIOR
O Another source of self-efficacy is through
learning from modeled behavior.
FOUR SOURCES OF SELF-
EFFICACY IN THE
WORKPLACE
SOCIAL PERSUASION AND FEEDBACK FROM
OTHERS
O Employees can be persuaded to believe that
they have the skills necessary to
successfully complete a task.
FOUR SOURCES OF SELF-
EFFICACY IN THE
WORKPLACE
PHYSIOLOGICAL RESPONSES
O The emotional, physiological and
psychological response of an individual can
influence their level of perceived self -
efficacy. A person who expects to fail at a
task, or finds the task too demanding will
experience a set of emotional cues:
 HOW SELF-EFFICACY
AFFECTS PERFORMANCE
IN THE WORKPLACE
SELF-EFFICACY INFLUENCES THE GOALS THAT
EMPLOYEES CHOOSE FOR THEMSELVES
O Self-efficacy beliefs influence the choices
individuals make, degree of challenge of
their goals and their level of commitment to
personal goals.
 HOW SELF-EFFICACY
AFFECTS PERFORMANCE
IN THE WORKPLACE
SELF-EFFICACY INFLUENCES LEARNING AND
EXERTED EFFORT
O Employees learn, perform and exert effort at
levels consistent with their self-efficacy
beliefs.
 HOW SELF-EFFICACY
AFFECTS PERFORMANCE
IN THE WORKPLACE
SELF-EFFICACY INFLUENCES THE
PERSISTENCE WITH WHICH PEOPLE ATTEMPT
NEW AND DIFFICULT TASKS
O Self-efficacy beliefs influence how long
employees will persist when engaging with
challenging tasks.
 HOW SELF-EFFICACY
AFFECTS PERFORMANCE
IN THE WORKPLACE
SELF-EFFICACY INFLUENCES HOW RESILIENT
EMPLOYEES WILL BE IN THE FACE OF
ADVERSE SITUATIONS
O Self-efficacy beliefs influence how an
employee will respond to disappointment.
 HOW SELF-EFFICACY
AFFECTS PERFORMANCE
IN THE WORKPLACE
. SELF-EFFICACY INFLUENCES THE AMOUNT
OF STRESS AND ANXIETY INDIVIDUALS
EXPERIENCE WHEN THEY ENGAGE IN A TASK
O Self-efficacious beliefs influence the
physiological experience of stress.
 SELF-EFFICACY AND
APPROACHES TO WORK
RELATED TASKS
Employees with high self-efficacy:
O View difficult tasks as challenges to be mastered.
O Develop a strong connection and deeper interest with
work-related tasks.
O Set more challenging goals.
O Are more committed to their work.
O Sustain their efforts in the face of setback or failure.
O Recover quickly from setbacks and disappointments.
O Attribute setbacks to insufficient effort or knowledge
(both of which can be acquired).
 SELF-EFFICACY AND
APPROACHES TO WORK
RELATED TASKS
Employees with low self-efficacy:
O View difficult tasks as threats to be avoided
O Believe that more difficult tasks are beyond
their capabilities
O Perseverate on failures and negative
outcomes
O Quickly lose confidence in their abilities
 9 TIPS TO INCREASE
PERFORMANCE VIA SELF-
EFFICACY IN THE
WORKPLACE
O RECRUIT APPLICANTS WITH HIGH SELF-
EFFICACY
O ENSURE JOB DEMANDS ARE APPROPRIATE
O IMPROVE TRAINING AND PROFESSIONAL
DEVELOPMENT PRACTICES
O ENHANCE SELF-MANAGEMENT
O SET REASONABLE GOALS AND EXPECTATIONS
O IMPROVE COACHING STRATEGIES
O HAVE CONFIDENCE IN YOUR EMPLOYEES
O IMPROVE LEADERSHIP AND MENTORING
O ACKNOWLEDGE AND REWARD
SELECTED MOTIVATIONAL
THEORIES
 Maslow's Hierarchy of
Needs
O that people are motivated by unmet needs
which are in a hierarchical order that
prevents us from being motivated by a need
area unless all lower level needs have been
met.
 Herzberg's
Motivation/Hygiene (two
factor) Theory
O that satisfaction and dissatisfaction are not on
the same continuum and are therefore not
opposites. He further states that the
motivational factors can cause satisfaction or no
satisfaction while the hygiene factors cause,
dissatisfaction when absent and no
dissatisfaction when present, both having
magnitudes of strength. This theory was
developed from an industrial setting and some
critics question its validity outside of that area,
particularly if the critical incident method is not
used for data collection.
McGregor's X Y Theories
O McGregor's Theory Y matches much of
Maslow's self actualization level of
motivation. It is based on the assumption
that self-direction, self-control, and maturity
control motivation.
 McClelland's Need for
Achievement Theory
O McClelland's need for achievement
underlies Maslow's self actualization. The
similarities to Herzberg are that high
achievers tend to interested in Herzberg's
motivators while low achievers are more
concerned about hygiene factors..
 What is Motivation?
O "Motivation" can be defined as those forces
within an individual that push or propel him
to satisfy basic needs or wants.
 Three factors explain why
some employees
are motivated to work, while
others are not:
O The motivation to work varies widely in
people.
O In the past decade, there has been a
significant change in many employees'
attitudes toward work.
O The increase in various government social
support programs has contributed
significantly to the decline in work
motivation in many people.
 Overviews of Theories
Maslow's Hierarchy of Needs
O Abraham Maslow believed that man is
inherently good and argued that individuals
possess a constantly growing inner drive
that has great potential.
The five general levels of needs
as described by Hamner and
Organ are shown in the
following hierarchical order.
O Physiological needs: Food, water, sex, and
shelter
O Safety needs
O Social needs
O Ego needs
O Self-actualization needs
Two major postulates can be
derived from Maslow's need
hierarchy. They are:
O A satisfied need is not a motivator of
behavior.
O To the extent that lower-order needs become
satisfied, the next higher-order level of
needs becomes the most proponent
determinant of behavior (Hamner and Organ
1978, 139).
 Herzberg's Motivation
Hygiene Theory
O Herzberg's motivation hygiene theory is
often called the two factor theory and
focuses on those sources of motivation
which are pertinent to the accomplishment
of work.
 Herzberg concluded that job
satisfaction and dissatisfaction
were the products of two
separate factors:
Motivating Factors (Satisfiers)
Satisfiers :
O Achievement
O Recognition
O Work Itself
O Responsibility
O Advancement
O Growth
 Herzberg concluded that job
satisfaction and dissatisfaction
were the products of two
separate factors:
Hygiene Factors (Dissatisfies):
O Company Policy
O Supervision
O Working conditions
O Interpersonal relations
O Salary
O Status
O Job security
O Personal life
The Dynamics of Hygiene
O The psychological basis of hygiene needs is the
avoidance of pain from the environment - APE
O There are infinite sources of pain in the
environment
O Hygiene improvements have short-term effects
O Hygiene needs are cyclical in nature
O Hygiene needs have an escalating zero point
O There is no final answer to hygiene needs
The Dynamics of Motivation
O The psychological basis of motivation is the
need for personal growth
O There are limited sources of motivator
satisfaction
O Motivator improvements have long-term effects
O Motivators are additive in nature
O Motivator needs have a none escalating zero
point
O There are answers to motivator needs
 Proper Management Of
Hygiene
is an important first step in applying
Herzberg's two factor theory, which is shown in
a five part process a shown below.
Give hygiene
Identify type of Give hygiene
for hygiene
hygiene for what hurts
purposes

Keep hygiene Give it and

administration shut up about
simple it
 There are three primary
psychological states that
significantly affect worker
satisfaction:
O Experienced meaningfulness of the work
itself
O Experienced responsibility for the work and
its outcomes
O Knowledge of results, or performance
feedback
O The more that work is designed to enhance
these states, the more satisfying the work
will be.
 McClelland's Need for
Achievement Theory
O McClelland has proposed a theory of
motivation that is closely associated with
learning concepts.
O The theory proposes that when a need is
strong in a person, its effect is to motivate
the person to use behavior which leads to
satisfaction of the need.
Factors Which Reflect A High
Need For Achievement
O Achievers like situations in which they take
personal responsibility for finding solutions
to problems.
O Achievers haw, a tendency to set moderate
achievement goals and take "calculated
risks."
O Achievers want concrete feedback about
how well they are doing.
Motivation in the Workplace
O If the treatment of employees is reasonably
good but they express few positive attitudes
toward their work and are unwilling to extend
any extra effort for the company, then the
organization has a motivation problem
(Herzberg 1976, 94) .
O The effective manager must know what
motivates someone to perform and how to
satisfy the needs of the employee (Ferguson
1987, 149).
Motivation in the Workplace
O Hamner stated this in another way by saying
that in order to understand how to motivate
their subordinates, managers need to know
what energizes human behavior (Hamner
and Organ 1978, 137).
O We must realize that different people want
various things from their job and there are
different leadership styles; not one way or
method of motivation will satisfy everyone
(Stanton 1983, 208).
Comparison of Theories
O Herzberg argues that only the goal
objectives associated with Maslow's ego-
status and self actualization needs provide
motivation or satisfaction on the job.
Meeting the lower order needs simply
reduces dissatisfaction; it does not provide
satisfaction (Burke 1987, 33).
Comparison of Theories
O McClelland's concept of achievement
motivation is also related to Herzberg's
motivation-hygiene theory. People with high
achievement motivation tend to be
interested in the motivators. People with low
achievement motivation are more
concerned about the environment (Hersey
and Blanchard 1982, 61) .
 Comparison of Theories
O While his need for achievement is not
identical with Herzberg's motivators, or
Maslow's higher order needs, there are
some similarities.
O Maslow is helpful in identifying needs or
motives and Herzberg provides us with
insights into the goals and incentives that
tend to satisfy the needs (Hersey and
Blanchard 1982, 59).
 Comparison of Theories
O Job enrichment, a significant intervention
within OD (Organizational Development) and
a critical element of quality-of-work-life
(QWL) projects, is a direct application of
Herzberg's theory and at least an indirect
application of Maslow's theory (Burke 1987,
34).