This document provides an overview and guidance for students in MGT 425 Leadership & Motivation class for Week 4. It outlines the reading and discussion assignment requirements which involve evaluating outcomes and the use of social media in performance evaluations. Tips are provided for the discussion questions and readings, which focus on diagnosing evaluation-outcome and outcome-need satisfaction connections. The document emphasizes the importance of clear communication and ensuring positive evaluation processes when considering employee motivation.

1. MGT 425
Week 4

2. MGT 425
Leadership & Motivation

3. As we near the
final weeks of class,
please take some
time to review your
previous notes,
feedback,
announcements,
and course lectures
If you aren’t
already doing so, I
highly recommend
taking advantage
of learning from
your peers. They
are professional
and come to our
class with a lifetime
of unique
experiences
MGT 425: Leadership & Motivation
Introduction to Week 4
Motivation is such an amazing tool, yet it is even more
interesting to realize that far too many managers and
leaders don’t use it to its fullest potential
As we move into Week 4, we will explore evaluation-to-
outcome connections and diagnosing outcome-to-need
satisfaction connections
As we move throughout class, we quickly realize the
importance of perceived relationships versus actual
relationships
During Week 4, we will examine the benefits of
employee recognition and the power it holds when it
comes to motivation

4. Overview & Requirements
• Read: Chapter 8 & 9 in your text book and supplemental reading material
• Two Discussion Questions: Original Post due by Thursday, 11:59pm; respond to at least
two classmates or your instructor by Monday 11:59pm
• DQ #1: Evaluation Outcomes
• DQ #2: Evaluation via Social Media
• Review: Supplemental article (located under Required Resources)
We don’t have a written assignment due in Week 4!

5.  Chapter 8: Diagnosing Evaluation-to-Outcomes Connection
 Chapter 9: Diagnosing Outcome-to-Need Satisfaction Connections
Required Text Reading
Pritchard, R. D., & Ashwood, E. L. (2008). Managing motivation: A manager's guide
to diagnosing and improving motivation.

6.  Galagan, P. (2009). Dude, how'd I do? T + D, 63(7), 26-28. Retrieved
from ProQuest database.
 Despair, Inc. (http://www.despair.com/viewall.html)
 Motivation Posters (http://motivationposters.com/)
Required Supplemental Reading

7. This week we will:
 Compare and contrast one’s own motivating outcomes with
those most beneficial for the organization
 Evaluate the use of social media in the performance
appraisal process
 Identify the effect of motivational images on the workplace
Objectives for Week 4

8. Activity Due Date Format
Grading
Percent
Read Chapter 8 & 9 & supplemental
material
Evaluation Outcomes Day 3
(1st post)
Discussion 4
Respond to at least two classmates’
(or your instructor’s) posts
Day 7 Discussion Included as
part of 2 pts
Evaluation via Social Media Day 3
(1st post)
Discussion 4
Respond to at least two classmates’
(or your instructor’s) posts
Day 7 Discussion Included as
part of 4 pts
No written assignment due in Week 4!

9. THE POWER OF LEADERSHIP:
MOTIVATION IMPROVEMENT PLANS
Regardless of whether an evaluation is formal or informal, they are always serving as a sense of
motivation or de-motivation (Northouse, 2013)
When we consider the importance of diagnosing outcome-to-need satisfaction connections, in essence
we are attempting to determine whether the reward system we are using is powerful enough
Never discount the power you hold as a leader.
Your people are relying on you to motivate them
and your organization’s bottom line proves it
Reference: Northouse, P. G. (2013). Introduction to leadership:
Concepts and practice. Thousand Oaks, CA: Sage Publications, Inc.

10. Understanding the Connection
Evaluations are widely used and the most critical aspects of high functioning
evaluations include:
1) Outcomes: can be formal or informal, internal or external, and positive or
negative
2) Consistency: fairness is a factor both an employee and a manager are in
search of
3) Accuracy: Proper diagnosis will ensure accuracy and strengthen all
accounts
Reference: Pritchard, R. D., & Ashwood, E. L. (2008). Managing motivation: A manager's guide
to diagnosing and improving motivation.

11. FOUNDATIONAL ASPECTS
“If outcomes are not tied to a persons results and evaluations (performance),
there is no reason to expect that the outcomes will motivate the person to
produce more results” (Pritchard & Ashwood, 2008, p. 95)
 Most people associate employee appraisals or evaluations with compensation.
Consider the importance of recognition. Everyone appreciates being
recognized for the good they offer and provide
 Satisfaction is another foundational aspect critical to all evaluations. People
who are satisfied with the results will naturally be more motivated to continue
to strive for continuous improvement. Delivered with negativity, we can expect
further trouble to arise in the future
Reference: Pritchard, R. D., & Ashwood, E. L. (2008). Managing
motivation: A manager's guide to diagnosing and improving
motivation. New York: Routledge/Taylor & Francis Group.

12. DETERMINANTS OF OUTCOME-TO-NEED
SATISFACTION CONNECTIONS
Four Factors Determining Strength in Results
1) The individual’s current need state: people come from a lifetime of unique
experiences so every employees needs are going to be different. As a manager or
leader, it is our job to know what they are
2) The number of needs an outcome satisfies: if an outcome satisfies multiple needs, it
is more powerful than a singular outcome. Such factors should be taken into
consideration
3) Fairness: as human beings, we all want and expect to be treated fairly. If not, it’s
natural to expect motivation, productivity, and loyalty to decline
4) Expectations and comparisons: it is human nature to compare and possess certain
expectations. As leaders, it is our responsibility to effectively communicate and
satisfy such concerns to protect against any future motivational issues
Reference: Pritchard, R. D., & Ashwood, E. L. (2008). Managing
motivation: A manager's guide to diagnosing and improving motivation.
New York: Routledge/Taylor & Francis Group.

13. A ROADMAP
 It becomes increasingly important that a manager or leader has exception listening
skills, especially if the employee is not clearly articulating his concerns. Reward
systems are vital in the workplace and we base our value of the individual on how well
we respond and how accurate our information is relayed (
 Remember that a less-than-positive evaluation will likely create a ripple effect if not
communicated with positivity
 Its our role as managers and leaders to protect all of our employees and the best interest
of the organization, as a whole

14. IMPORTANCE OF CLEAR COMMUNICATION
When we consider the importance of diagnosing outcome-to-need satisfaction
connections, in essence, we are attempting to determine whether the reward
system we are using is powerful enough
 Please review the example about Paul, the employee and a situation with his
boss Elizabeth, on page 110-111
 As with evaluations-to-outcomes, another vital factor in outcome-to-need
satisfaction is accuracy. As such, expert level communication skills are
preferred to ensure accuracy is delivered
 Any err in accuracy will automatically elude to a lack of trust… and that
naturally impacts motivation

15. Additional tips to ensure the process unfolds positively, please consider:
 Asking for input from the employee
 Have a copy of the job description handy to use as a reference
 Spend 80% of your time listening and let the employee spend most of
the time talking. It is important she feels heard
 Consider intangible traits; traits that are unique to the individual
 Consider the job climate. Is it conducive for her optimal productivity or
are there additional resources she still needs?
TIPS FOR ENSURING A POSITIVE EVALUATION PROCESS
Reference: Pritchard, R. D., & Ashwood, E. L. (2008). Managing motivation: A manager's guide to diagnosing
and improving motivation. New York: Routledge/Taylor & Francis Group.

16. TIPS FOR A POSITIVE EXECUTION
 Focusing on the positive can let the individual leave the evaluation process feeling
good about the decisions that were made. It isn’t always necessary to deliver bad news
in a negative light
 Consider the aftermath. Chances are the individual will share his experiences with
others and this too can and will impact future motivation within the workplace
 Be sure to double check your work for accuracy prior to the meeting. Errors will
minimize credibility and once credibility is bruised, integrity can take a hit
 Leave the individual pleased that there is room for growth and that support will be
provided (consider a culture of coaching, so that it is a positive experience for all)
Reference: Northouse, P. G. (2013). Introduction to
leadership: Concepts and practice. Thousand Oaks,
CA: Sage Publications, Inc.

17. TIPS FOR WEEK 4’S DISCUSSION QUESTIONS
Discussion Question #1: Evaluation Outcomes
 Consider your own experience and what were the first things that came to mind when
you realized you had a positive performance evaluation (annual review)?
 When preparing your response for this discussion question, be sure to keep in mind
that what is motivating to you is likely not always motivating to everyone else.
 One of the most critical aspects of the concept of motivation is understanding that just
because something motivates us, chances are it won’t motivate everyone else.
 In addition, please note that there are several questions embedded in this DQ.
In order to meet the full requirements and be eligible to earn full credit, your response
should substantially elaborate on each question

18. TIPS FOR WEEK 4’S DISCUSSION QUESTIONS
Discussion Question #2: Evaluation via Social Media
 I highly recommend fully explaining the details involved in the sensitivity surrounding
this question
 Simply brushing upon an answer won’t fully meet the requirements
 Higher order thinking is critical at this stage of class. It is expected that all responses
involve critical thought and include citation information
Avoid relying on noncredible sources, even though this discussion question is focused on social media.
Our library houses a plethora of amazing scholarly, peer-reviewed sources on the topic

19. REQUIRED READING
Pritchard, R. D., & Ashwood, E. L. (2008). Managing motivation: A manager's
guide to diagnosing and improving motivation. New York: Routledge/Taylor &
Francis Group.
 Chapter 8: Diagnosing Action-to-Results Connections
 Chapter 9: Diagnosing Outcome-to-Need Satisfaction Connections

20. REQUIRED SUPPLEMENTAL READING
 Galagan, P. (2009). Dude, how'd I do? T + D, 63(7), 26-28. Retrieved from
ProQuest database.
 Despair, Inc. (http://www.despair.com/viewall.html)
 Motivation Posters (http://motivationposters.com/)

21. MISCELLENAEOUS TIPS
 As we near the end of our class, please review your grades-to-date. If you see
anything that looks awry, contact your instructor as soon as possible so it may
be corrected
 Take heed that next week is our last week of class and any late submissions are
ineligible for grading. The clock stops at 12:00pm and all assignments must be
graded via the classroom
 Watch for plagiarism. Self-plagiarism is still an offense. Err on the side of
caution and submit original work only
 Review all feedback prior to Week 5’s final assignment. This one is worth a lot
of point value and many errors are easy to rectify

22. AMAZING SUPPORT SYSTEM
 Listed under ‘Writing Center & Library’ are links to the following:
TAKE ADVANTAGE OF AVAILABLE RESOURCES
 Listed under the email tab on the left hand menu is an icon similar to this. Click here
for access to tech supports phone number, email, and chat options

23. THE WRITING CENTER
https://awc.ashford.edu/Index.html
 Any questions about the content you’ve developed?
 Formatting concerns?
 APA questions?
I highly recommend getting into the habit of submitting all work to the Writing Center prior to
submitting for a grade. They will help you catch errors that will help you avoid running the risk of
submitting erroneous errors in your written assignments

24. ANY
QUESTIONS?
Please post
your questions
in the Ask Your
Instructor
thread
For question
that are
private, be sure
to reserve those
for email
correspondence

25. REFERENCES
Pritchard, R. D., & Ashwood, E. L. (2008). Managing motivation: A manager’s
guide to diagnosing and improving motivation. New York: Routledge/Taylor &
Francis Group.
Northouse, P. G. (2013). Introduction to leadership: Concepts and practice.
Thousand Oaks, CA: Sage Publications, Inc.