Motivating Student Leaders and Employees, Performance Management

Core Competencies: Leadership, Marketing, Planning, Student Learning
June 26 – June 30, 2010
Indiana Memorial Union, Bloomington, Ind.

Motivating Student Leaders and Employees

People are either motivated to do something or not do something. We know that true motivation is internal, intrinsic. And yet, certain environments enhance intrinsic motivation while other environments seem to overwhelm or block the motivational process. What can those who supervise or advise students do to create an environment that supports and incites motivation? This session will focus on answering that question and helping participants discover their own motivations and how they can better communicate when trying to motivate others.

Learning outcomes:

Participants in this session will learn:

  • The differences between working with staff and students
  • Compelling differences between intrinsic and extrinsic motivation
  • The most recent knowledge about how the motivation process really works
  • How choice, challenge, and collaboration ignite motivation
  • The connection between engagement and motivation and how it relates to students 
  • How to develop and implement recognition and reward programs
  • Intrinsic/extrinsic motivation theories and their application
  • The basic reasons why individuals volunteer and the expectations they may have related to their experience
  • How develop and utilize effective volunteer recruitment, training, and retention strategies
  • How to develop and promote appropriate volunteer incentives and recognition 

Performance Management Process

Whether professionals supervise paid student employees or advise volunteer student leaders, it is important to intentionally develop organizational culture and know how to set, communicate, and evaluate clear performance expectations. More and more supervisors are becoming aware of the merits of evaluating employee performance, yet often they fear the negative consequences often associated with doing so. This session will discuss common pitfalls during the performance management process and learn about a performance management process that will reap benefits for supervisors, employees, and the institution. 

Learning outcomes:

After attending this session, participants will understand:

  • How to utilize effective communication practices
  • How to develop an environment of respect
  • How to provide written performance expectations for all employees
  • How to provide timely and effective feedback
  • Theories upon which performance appraisals are constructed
  • Performance appraisal instruments and techniques
  • Performance appraisal benefits and challenges
  • Institutional performance evaluation processes and procedures
  • How to create written performance appraisals
  • How to proactively discuss performance with staff members and establish goals for continued growth and development
  • How to utilize performance appraisals to assist with improved employee performance
  • How to develop and promote appropriate volunteer incentives and recognition 

About the presenter:

Debra Nelson Dunbar has been working with universities, companies, health care institutions and financial institutions for the last 19 years. Her primary job is as Indiana University's director of organizational development within University Human Resource Services. In that role, Dunbar is responsible for overseeing and providing training and consulting for seven Indiana University campuses. She also has a consulting business and conducts approximately 100 training programs on an annual basis. Her background is in student financial assistance, and she has a B.A. from DePauw University and an M.S. in higher education with an emphasis in adult learning and training and development from Indiana University.

Updated June 4, 2010