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MOTIVATING TEACHERS for Peak Performance

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THE MOTIVATION PROCESS MOTIVATION is an inner state that causes an individual to behave in a way that ensures the accomplishment of ...


THE MOTIVATION PROCESS

MOTIVATION is an inner state that causes an individual to behave in a way that ensures the accomplishment of some goals.

MOTIVATION explains why people behave the way they do.
MOTIVATIONAL DRIVES
(Types of Motivation)

 Achievement motivation
-  the drive to pursue and  attain goals
 - the drive to achieve  objectives and advance up   the ladder of success

Achievement-oriented people:

-work harder when their supervisors
provide detailed evaluation of their work


-select others to work with who are
technically capable with little regard for
personal feelings

-enjoy getting things done and move on to
the next objective

MOTIVATIONAL DRIVES

Affiliation motivation
- the drive to relate to  people on a social basis

Affiliation-motivated people:
-work better if they are complimented
for their favorable attitude and
cooperation
-tend to select friends to surround them

MOTIVATIONAL DRIVES
Competence motivation
                                the drive to be good at something,
                                allowing the person to perform
                                high-quality work

Competence-motivated people:                             
                                seek job mastery, take pride in
                                developing and using their problem-
                                solving skills, and strive to be creative
                                when confronted with obstacles

Competence-motivated people:

are learning individuals who profit from
their experiences and continually improve
their skills
are more responsive to quality-oriented
goals
expect high-quality work from their
associates
may become impatient if people working
with them do poor work
ask, “How well can I do the job?”

MOTIVATIONAL DRIVES
Power motivation
the drive to influence people and
change situations
(once the power is obtained, it  may
be used either constructively or
destructively.)

Power-motivated people:
wish to create an impact on the organization and are willing to risks to do so.
make excellent managers if their drives are for institutional power instead of personal power

POWER
is the ability to influence others and events
Bases/Sources of Power:
personal power
legitimate power
expert power
reward power
coercive power
Personal power
                also called referent power, charismatic
                power or power of personality

the ability of leaders to develop followers
                from the strength of their own personalities
               
people follow them because they want to
               
leaders have the personal magnetism,
                an air of confidence, and belief in
                objectives that attract and hold followers

Legitimate power
also known as position power and
                official power
                comes from higher authority
                gives leaders the power to control
                resources, reward and punish others
Expert power
                authority of knowledge coming from
                specialized learning
                the power arising from a person’s
                knowledge of and information about
                a complex situation
                it depends on education, training and
                experience
Reward power
                the capacity to control and
                items that are valued by others
                it arises from an individual’s ability to
                give pay raises, recommend someone
                for promotion or transfer
Coercive power
                the capacity to punish another
                uses fear as a motivator, a very
                powerful force in inducing action
                managers with coercive power can
                threaten an employee’s security

Human Needs
                Types:
          primary needs                  
                                                - basic physical needs
          secondary needs            
                                                - social and psychological
                                                  needs


MASLOW’S
HIERARCHY OF NEEDS
·         Self-Actualization and fulfillment
·         Esteem and status
·         Belonging and Social
·         Safety and Security
·         Physiological Needs
 
Herzberg’s Two-Factor Model

Motivational Factors
                Work itself
Achievement
Possibility of growth
Responsibility

Advancement
Recognition
Status

Maintenance Factors

Relations with supervisors
Peer relations
Relations with subordinates
Quality of supervision

Company policy and
administration
Job security

Working conditions
Pay
 

ALDERFER’S E-R-G MODEL

Growth
Relatedness
Existence
 

STRATEGIES FOR MOTIVATING PEOPLE
§  MANAGERIAL COMMUNICATION
§  Perhaps the most basic motivation strategy for school managers is simply to communicate with your teachers.
§  THEORY X - THEORY Y
§  Another strategy a manager can use in motivating teachers involves the assumptions he or she possesses about the nature of people.

Theory X Assumptions
§  Work is inherently distasteful to most people.
§  Most people are not ambitious, have little desire for responsibility and prefer to be directed.
§  Most people have little capacity to creativity, in solving organizational problems.
§  Motivation occurs only at the physiological and safety levels.

Theory Y Assumptions
§  Work is as natural as play if the conditions are favorable.
§  Self-control is often indispensable in achieving organizational goals.
§  The capacity for creativity in solving organizational problems is widely distributed in the population.
§  Motivation occurs at the social, esteem and self-actualization levels, as well as physiological and security levels.


JOB DESIGN
§  To motivate organization members relates to the design of jobs organization members perform.
        Job Rotation entails moving individuals from job to job or not requiring individuals to perform only one specialized job over the long run.
        Job Enlargement advocates that jobs become more satisfying as the number of operations a worker performs increases.

BEHAVIOR MODIFICATION
§  Focuses on encouraging appropriate behavior as a result of the consequences of that behavior.
§  Giving different levels of rewards depending on the quality of performance.
§  Telling workers what they are doing is wrong.
§  Punishing workers privately.
§  Always giving rewards and punishments when earned.

CHARACTERISTICS OF PEAK PERFORMANCE

§  Planning for Change.
§  Educational Foundation.
§  Risk-Taking Toward Innovation.
§  Feedback and Course Correction.
§  Objectives and Goals.
§  Results and Recognition.
§  Motivation Through Mission.
§  Reinforcing Personal Alignment.
§  Self-Management Through Self-Mastery

Management Level

Name

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Schools Management: MOTIVATING TEACHERS for Peak Performance
MOTIVATING TEACHERS for Peak Performance
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Schools Management
https://schoolsmanagement.blogspot.com/2012/11/motivating-teachers-for-peak-performance.html
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