Motivation and work, test 2

• Non-negotiables
• Deselection Factors
• Core Selection Factors

• Love pressure/stress
• Long term perspective
• Use competition
• Reinvent self
• Celebrate Victories
• Resilient

• Strong outcomes
• Ethics, Integrity, Character
• Driven to lead

• Weak interpersonal skills
• Putting own interests before organization
• Treating others poorly
• Don't hold yourself accountable
• Narrow Business perspective

• Develop others (w/ challenging assignments)
• Challenging Status quo
• Developing a good reputation
• Organizational savvy
• Adjust leadership style to context
• Use info your boss gives you to improve

• Self-aware
• Self-regulation
• Motivation

• Professional satisfaction
• Personal satisfaction
• Integrity

• Wake-up calls
• Renewal Strategies

• Physical
• Emotional
• Mind
• Spiritual

Learning from others who are less fortunate/intelligent than you

Open to different perspectives in order to grow and learn

Health, eating good foods

Find purpose and meaning in what you do

Don't multitask; switching time, eliminate distractions

Do daily relaxation rituals, use the different perspectives, be proactive with your emotional triggers, appreciate others

Perceptions --> Beliefs --> Attitudes --> Intentions --> Behaviors

paradigms

• Self-efficacy
• Expectancy, Valence, Instrumentality
• Job characteristics theory
• Equity (inputs/outcomes)

• Job Satisfaction
• Organizational Commitment

• Goals
• Turnover intentions

• Performance
• Turnover

• What is art
• Sceientist (academic) v. Pracitioner

• Job analysis/attitude surveys
• Needs
• Job characteristics theory
• reinforcement strategies
• expectancy theory
• equity theory
• goal setting
• expectancy and equity applied to goal setting
• self-efficacy
• Organizational justice theories

• compensation
• Motivation
• Development
• Selection
• Evidence based management
• Paradigm shifts

• high wages
• Incentive pay
• Wage compression

• security
• employee ownership
• information sharing
• participation/empowerment
• symbolic egalitarianism

• Teams
• (cross) training, skills development
• Promotion from within

selectivity in recruiting

• measure practices
• long term v. short term

• Choose the right theory
• Adapt it to the organization
• Implement the intervention

Concerned about understanding and explaining behavior

moderators, mediators, independent variables

Start with problem then try to fix it

• Dependent variables
• turnover, job performance, job satisfaction, commitment, absenteeism

• Positive characteristics
• Negative characteristics
• Managing A players to prevent burnout

• Paradigm shifts
• Identifying A, B, + C positions (old and new approach)
• Managing A positions
• Managing B + C positions

• Characteristics
• Types
• Managing B players

• recovered A player
• Truth Tellers
• Go-to-people
• Middling

• Ambitious
• self-starters
• ambitious
• attract superstars to the company
• continuous improvement
• revenue generators
• movers and shakers
• self-confident on the surface

• can be tough to manage (inferiority/superiority)
• narcissistic personality
• inability to set boundaries
• get along with authority, but maybe not with peers
• highly critical of other people
• not a team player (low social skills)
• might take credit for others' work
• nitpicky with feedback (don't believe all of it)

• Don't call attention to themselves
• Ignore political behavior
• stable-not insecure about losing their job
• good during change management
• solid workers

Decreases cost, increases revenue, performance variability is important

define good people and stick them in high paying positions, even if the job doesn't have an  impact

define the A position, then fill it with A players

• Identify
• Proactively develop
• accountability
• procedural justice

• Old approach (7 types)
• New approach (3 steps)

• Understand context
• Reframe goals
• Stage encounter
•   Affirmative assertion
•   Leverage questioning
•   Moment of Truth

• Barely doing their job
• exhausting for leaders and managers
• Not living up to their potential
• Need to look at all angles though (individual, organizational, situational)

• Employee Morale
• Bring down coworkers
• A players leave
• Lowers the leader's credibility
• C players don't reach their potential (reducing self-efficacy)

• You've built a relationship with them
• Humility (don't want to embarrass them)
• Afraid of retaliation
• It is expensive to replace people
• Potential legal liability
• You might believe that everyone can be changed or developed

• Ignorance is bliss
• monochrome vision
• Huckster hazard (tell and sell)
• mulberry bush
• Hanging judge tendency
• self-centeredness trap
• Denial danger