The Power of Motivation and Work Attitude
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Zsuzsanna VidaFollow
May. 11, 2010•0 likes•7,916 views
The Power of Motivation and Work Attitude
May. 11, 2010•0 likes•7,916 views
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Discover how motivation and work attitude influence performance at individual, team, and organizational levels!
Zsuzsanna VidaFollow
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The Power of Motivation and Work Attitude
- 1. Decoding Behavior to Improve Performance: Inventory for Work Attitude and Motivation (iWAM) “ Mapping the New Landscape of Human Performance”
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- 11. The Performance Model Emotions Context (Role/Job) Relationships Expectations Challenges Tasks © 2008-2009 Institute for Work Attitude & Motivation = My Reality Motivation & Attitudes I n t e r p r e t = My Decision Values, Beliefs & Goals E v a l u a t e Culture of the Country Environment Organizational Culture Background Demographics Personality Abilities & Competencies A c t
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Editor's Notes
- Inventory for Work Attitude & Motivation (iWAM) The Institute Carl L. Harshman & Associates, Inc.
- Inventory for Work Attitude & Motivation (iWAM) Carl L. Harshman & Associates, Inc.
- Inventory for Work Attitude & Motivation (iWAM) Carl L. Harshman & Associates, Inc.
- Inventory for Work Attitude & Motivation (iWAM) Carl L. Harshman & Associates, Inc.
- Inventory for Work Attitude & Motivation (iWAM) Carl L. Harshman & Associates, Inc.
- Here, we fill in the gap between Context and Outcomes with the elements and flow of the human performance process that takes place literally hundreds or even thousands of times per day. The entire process we are about to describe is seemingly instantaneous and is largely driven by routines we have established over time. Two things occur in the first stage called “Interpret”. This stage converts our external “Experience” to an internal “Reality.” First, experience is filtered. Not all of what’s occurring in the individual’s context is being processed at the cognitive level. Think, for a moment about body sensations. If you are sitting down, notice the pressure of the chair or sofa on various parts of your anatomy. Two minutes ago, unless you have a pain or discomfort that is bothering in that part of your anatomy, you were probably not aware of those sensations. Your brain literally “filtered them out” so that you were not overloaded with more sensations than you can process. The brain filters literally thousands of sensations from the feeling of your tongue in your mouth, your foot in your shoe, or the touch of clothes on your skin. Because of this filtering process, you are able to focus attention on this presentation. The same thing happens with experience around you in your work. Your sensors and brain do not process all of the experience. Some of it gets “filtered out.” That which is not filtered is “interpreted.” That is, the experience is translated from an external event to an internal reality largely on the basis of the attitudinal and motivational patterns that are part of Stage 1. As we move to Stage 2, the “Reality” created in Stage 1 is compared to the individual’s “Criteria” – Values, Beliefs, and Goals. Your criteria help define what’s important to you. Using the comparison, a judgment is made about whether the experience aligns with values, matches beliefs, or is related to goals. The resulting decision affects whether one moves to action and the possible alternative actions that are desirable in this situation. Stage 3 is labeled “Performance.” This is where the individual takes action in response to the evaluation of experience. The content for this stage consists of our knowledge and skills—collectively referred to as our competencies. Competencies are the pool of resources on which we draw to take action and which are visible indicators of our performance. There is one more facet in the model. This is the component labeled “ emotions .” As you can see, emotion is connected to all three stages of the performance process. The arrows indicate that the flow of energy can be in either direction. The effect of experience on the patterns in the Interpretation process can impact emotions in a positive or negative manner. In a positive sense, we call it motivation; the negative aspect would be what we might call “turning us off.” Conversely, certain emotional states have been shown to affect our motivational and attitudinal patterns. Researchers have found, for example, that under conditions of threat or high stress, certain patterns shift in a predictable direction. The same is true for the Evaluation Stage and the Performance Stage of the process. The Performance Model is the broad framework for the interpretation and application of the iWAM to various HR, Coaching, and Consulting activities ranging from recruiting and development to succession planning as well as for work with teams and entire organizations . . . As we are “mapping the new landscape of human performance.”