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MPW > Chapter 2: Motivation > Flashcards

Chapter 2: Motivation Flashcards

1
Q

What % of people are motivated (“engaged”) at work?

A

Actively Disengaged 24%

Not Engaged 63%

Engaged 13%

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2
Q

What is the global differences of job engagement

A

SE Asia (one of lowest)

12% Engaged

73% Not engaged

14% Actively Disengaged

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3
Q

Why is vision important

A
  • Impact of visionary leadership on team performance
  • Leader accounts for 31% of whether team performs well or not
  • Create and communicate the vision is the MOST IMPORTANT FACTOR for team performance
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4
Q

What is the process of a successful vision (VSEF)

A

Vision –> Stretch Goals –> Employee COnfidence –> Firm growth

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5
Q

What are stretch goals?

A

goals that appear
unattainable given current practices,
skills, and knowledge (“moon shots”)

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6
Q

How to develop a good vision?

A
  1. Must Show Why we do what we do
  • Core purpose of team/org
  • Why do we exist
  1. Show your employees what exactly does success look like
  • Definition of victory
  • Shared sense of direction
  1. How must we act to ensure success?
  • Values that define behavior
  • GUideposts
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7
Q

How did SONY frame What does success look like in their vision statement

A

” Fifty years from now, our brand name will be known as any in the world, our brand name will be as well known as any in the world and will signify innovation and quality that rival innovative companies”

  • Important to let employees know the direction and the way ahead
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8
Q

What did J&J do well with its Credo

A
  • Show its responsibility to its stakeholders very clearly
    (responsible to customers, employees communities stockholders)
  • Show why we do what we do –> Each para contains info on the success and
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9
Q

What was Steve Jobs vision for Apple? During his keynote speech

A
  1. Must Show Why we do what we do

►Honoring people who have
changed the world
► A better world

  1. Show your employees what exactly does success look like

► Being a great brand
► Having the best products

  1. How must we act to ensure success?

► Get simple
► React quickly to customers
► Rely on core values

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10
Q

What is your checklist to communicate your vision

A
  1. Refer to fundamental values (Loyalty, honesty passion)
  2. Use stories anecdotes metaphors
  3. Use rhetorical questions and 3 part lists (Power of three)
  4. Express moral conviction (why is this good, who benefits from it)
  5. Use of inclusive language (we instead of I)
  6. Repeat repeat repeat (getting back to basics)
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11
Q

Why does non verbal communication matter?

A

Audience Impact 60% non verbal 40% verbal

►Not about being loud
►Non-verbals includes:
 Voice, rhythm, facial expressions, 
posture, clothing, etc.
►Some pointers
 Vary intonation, volume, and pitch
 Smile (genuinely)
 Maintain an open body posture
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12
Q

Isit true that visionary leadership can be learned

A

Study with executives
- mesured baseline charisma with training intervention such as lectures and watching videos of people who are charismatic,

  • when re-measured charisma after 3 months, found a 13% perceived charisma 14% perceived competence
  • show that visionary leadership can be learned
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13
Q

Why do goals increase performance? (FEPL)

A
  1. Focus

Goals direct effort and attention
► Having goals reduces distraction from goal-irrelevant
information

  1. Energizing

Goals promote effort
► High goals lead to greater effort intensity than low goals

  1. Persistence

Goals increase persistence
► Hard goals prolong the exertion of effort

  1. Learning

Goals facilitate discovery and use of knowledge
► Goals affect action indirectly by
discovery, and/or use of task-relevant knowledge and strategies

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14
Q

Risks of setting ambitious goals

A
  1. Ambitious goals can promote unethical behaviour
    eg. “Goals gone wild”, NYPD lower crime severity to make stats look better
  2. Ambitious goals can promote dissatisfaction
    - lose overall sight when training
  3. Goals can lead to tunnel vision
    - Gorilla example
    ►83% of radiologists
    missed the gorilla
    ► The gorilla is 48 times
    the size of an average
    cancerous nodule!
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15
Q

How to make your goal SMART?

A

Specific:
- Clearly defined and Domain bound (Increase online sales in the top 3 account)

Measurable:
Can be quantified and compared over time (eg. increase sales by 10%)

Agreed Upon:
Have discussion between manager and sales rep (goals are more effective when people publicly commit)

Reasonable:
Make sure employee has necessary skills to reach goal (compare to historic/ peer performance)

Timebound:
Provide time frame for completion (increase sales by the end of the year)

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16
Q

Problems with Smart Goals?

A

Caveat 1: SMART goals can still be dumb

  • eg. designing car that costs 2000 but has a ruptured gas tank

Solution: Make sure SMART goals are aligned with larger strategy

Caveat 2: Overly specific goals still promote cheating

  • we see that people who had very specific goals more likely to overstate performance

Solution: To create culture that tolerates failure

Caveat 3: SMART goals limit learning and creativity

  • goals are too focus on attention results in less divergent thinking
  • evident in complex and uncertain environments

Solution: If environment is complex or uncertain, set less specific goals

Caveat 4: SMART goals are not always meaningful

Work Meaningfulness leads to job satisfaction and increase in life meaning which all positively correlate with life satisfaction

17
Q

How does meaning boost performance

A
  1. Fundraising
    - University fundraisers who talk to scholarship recipients

managed to lead to more money being raised for donations which was goal set out

meaning boosts performance: Radiology see picture of patient with x-ray report –> leads to length of report increasing by 29% Accuracy of report increase by 46%

18
Q

What are some drivers of intrinsic motivation? (for enjoyment) (Hint: ABCLLMM)

A 
► Autonomy
► Belonging
► Curiosity
► Love
► Learning
► Mastery
► Meaning
19
Q

What are some drivers of extrinisc motivation? (for enjoyment) (Hint: MBTPFGC)

A 
► Money
► Badges
► Titles
► Points
► Fear of failure
► Gold stars
► Competition
20
Q

What are some endogenous process theories? (what happen under people heads)

A

Intrinsic:
Maslow Hierarchy
McClelland Needs
Self Efficacy theory

Extrinsic theories:
Expectancy theory

21
Q

What are some exoogenous process theories? (what happen under people heads)

A

Intrinsic:
Job design

Extrinsic:
Equity theory
REinforcement theory

22
Q

Extrinsic Rewards serve as incentives, but limitations are______ (LCRD)

A
  1. Money has limited effectiveness of happiness
    - we see on the graph that the effect of money is limited (converge at the top)
  2. Money incentives undermine creativity
    - expected reward, no reward, surprising reward
    - found the percentage of time spent on drawing was the lowest for a expected reward
  3. Money incentives affect rule following
    - Fine on individuals results as issue being an economic exchange, not a moral issue
  4. Money incentives are demotivating
    - rewarding an intrinsically interesting task
    undermines motivation to engage in task
  5. Money is addictive
    - similar effect to drugs –> stimulation effect
23
Q

What do the drivers of satisfaction vs. dissatisfaction (Hertzberg’s
Two-Factor Model) tell us

A
  1. Drivers of satisfaction are different than those of dissatisfaction
    - motivators explain 81% of variation in job satisfaction
    - hygiene factors explained 69% of variation in job dissatisfaction across people
24
Q

How to make incentives work? (TAE)

A

1 Tie rewards to intrinsic motivation

When we study the effect of motivation on task performance:

Found that if u want quantity, use mix of extrinsic and intrinsic result

Found that if you want to use quality, use intrinsic

Based on equity theory –> must equate inputs to rewards
- reward ratios are relative to peers not absolute

eg.
1. Google gives its employees 1 day
per week to work on individual
projects

  1. Amazon empowers and supports the
    ideas their employees have (e.g.,
    through funding and promotions
25
Q

We see that in many companies CEOs earn way more than workers

What are the problems to inequity

A
  • Burnout
  • Stress
  • Negative effect
  • Theft at workplace
  • Absenteeism
26
Q

Why dont we give more autonomy to others?

A
  1. Need for control
    - feel others cannot do the job as well
  2. Biases
    - think others are primarily extrinsically motivated

MPW (8 decks)

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