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PERFORMANCE MOTIVATION

Performance Motivation
Texas A&M University-Commerce
Jordan Betz

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Introduction

In the realm of athletics, motivation plays a key role in the performance potential of
coaches, athletes, and administration. With continuous changes occurring in regard to
the economy, job security, NCAA regulations, and social standards; the application of
motivation as it applies to those involved is of great importance. The purpose of this
paper is to outline what performance motivation is, as well as the factors that may affect
overall motivation levels. Additionally, suggestions as to how to apply motivation
techniques and the potential benefits of doing so will be offered.
Literature Review
Performance Motivation
The term motivation is derived from the Latin word movere, which means movement
(Dragos, 2014). Today, many researchers relate the term motivation to the expressed
attitude and the behaviors that result from it. It has been suggested that motivation
consists of persistent effort that is directed towards reaching a specific goal (Dragos,
2014). It is through motivation that performance is increased. According to Kahn (2012),
Performance is a process of continuous improvement in the production/supply of
quality output/service through efficient and effective use of inputs, with emphasis on
teamwork for the betterment of all (p. 84).
While the inner drive of an individual can be attributed with providing an individual with
behavior responsible for meeting certain needs; encouragement from management has
the potential to accomplish organizational goals efficiently. Through ideas such as
reward contingency and the expectancy theory as it pertains to training, institutions are
capable of increasing employee motivation.
Reward Contingency
Deci (1975) proposed that rewards, or incentives, that are dependent on an individuals
performance level have a stronger underlying impact because they imply to individuals
that they must engage in specific behaviors to obtain the reward. Furthermore, it was
argued by Bandura (1976), that the development of self-motivation and self-direction
requires certain basic functions that are developed through the aid of external
incentives (p. 104).
Training
Training is thought to be a learning process that involves the accusation of
knowledge, sharpening of skills, concepts, rules, or changing of attitudes and behaviors
to enhance the performance of employees (Kahn, 2012, p. 85). Through the training of
job skills, employees are able to gain a sense of improvement in their performance,
resulting in harder work output resulting in the achievement of organizational and
personal ambitions.

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Recommendations

In regard to the reviewed literature regarding performance motivation, reward


contingency, and expectancy theory; suggestions have been offered below. The
suggestions include an incentive, as well as the addition of a training budget aimed at
ensuring increased performance and motivation among strength and conditioning
coaches.
Incentive: Post Football Season Bonus
In the strength and conditioning community, football encompasses a large sector. Many
universities hire coaches dedicated to the promotion of the football program. Research
has suggested the importance that football games can have on the institutions revenue
and desirability. For this reason, it is important that the strength and conditioning
coaches are invested in seeing the football programs, among other athletic programs,
succeed each season. It is recommended that Athletic Directors offer their Director of
Strength and Conditioning the opportunity to earn a post season bonus. The bonus
would be calculated off of the coachs salary. Dependant on the schools ability, the
coach would be offered approximately 5 to 10 percent of their yearly salary as a bonus.
The funds for the bonus would be derived from the athletic revenue stimulated from
season games. In order for the Director of Strength and Conditioning to be eligible to
receive the post season bonus, the team in which they are coaching must make it to
post season in the form of a Bowl Game or Playoff Game.
One might question how a strength and conditioning coach can ensure such a feat. The
student-athlete must rely on their coaches in the weight room, as well as on the field to
become successful. Such is true with the coaching staffs. The football staff can increase
their performance based off of how the strength and conditioning staff conducts their
job, and vice versa. By learning to rely on one another, the differing staffs may learn to
work together to achieve their desired results.
The benefits of implementing such a reward program includes monetary for the
coaches, along with the ability to obtain a sense of job security for the coming year. In
addition, different athletic staffs learn to work together and communicate regularly to
ensure the health of their student-athletes. The strength and conditioning staff will
provide the student-athletes with the benefit of increased strength, health, conditioning,
and performance on and off the field. As teams dominate on and off the field, the
institution has the opportunity to gain higher revenue and recognition. For these
reasons, I believe the addition of a post season bonus for Directors of Strength and
Conditioning to be beneficial in a number of ways.
Training: CSCCA Annual Convention
In order to increase the performance of employees, they must be well trained. An
employee that is well trained understands their job requirements; the skill sets
necessary to perform their job adequately, and the ability to use new technology (Kahn,

PERFORMANCE MOTIVATION

2012). In the strength and conditioning industry, there is a need for continuous training
to remain knowledgeable on the issues, discoveries, and regulations that impact job
performance and motivation. For this reason, I propose that all universities implement a
training budget that is entirely dedicated to the strength and conditioning staffs
attendance at the annual CSCCA seminar.
I would suggest that the Athletic Director at the pending university evaluates their
budget for the year. After this has been completed, I would then suggest they arrange a
fund in which travel accommodations may be covered for atleast the Director of
Strength and Conditioning. Depending on the financial situation of the school, the
Athletic Director would set an allowance as to how many of the staff will be paid for, or
rather how much would be offered for the dedication to that. Because some schools do
not provide their Directors of Strength and Conditioning with a large enough budge to
account for this, they miss out on the numerous benefits that can lead to greater
performance in the weight room.
Each year, the CSCCA holds a week long seminar in which thousands participate
across the country. This seminar allows new and old coaches the opportunity to get
their CSCCA certification. As mandated by the NCAA, all coaches in the strength and
conditioning field must have one of the main certifications to continue coaching in the
coming years. Not only is it crucial to ensure that each university has nationally certified
coaches, it is also pertinent that they are able to obtain the abundance of resources
available at the weeklong convention. Through the attendance of the CSCCA, strength
and conditioning coaches are given the opportunity to network, represent their
institution, interview new coaches for the coming year, and bond with their current staff.
The ability to learn what innovative resources and products are available for the
successful training of the athletes, along with classes providing continued education are
also benefits for those who attend. Not only would this seminar ensure that the
universitys strength and conditioning staff was current on their certifications, but also
aware of changes that are being made impacting the strength and conditioning
community. As of now, there are many who cannot afford to pay out of pocket to attend
such an important event, and are lacking the resources to be able to. For this reason, it
is suggested that Athletic Directors account for this convention when budgeting for the
upcoming year. Not only does it have the potential to increase the performance level of
the strength and conditioning coaches, but also a lasting impact on the resources
available to the student-athletes.
Conclusion
An obvious relationship was noticed between motivation and individual performance:
the strongly motivated are always efficient; they succeed in everything they do and they
become real professionals, irrespective of their activity domain. The more motivated
they are, the sooner they succeed, the better they become, and all this without apparent
effort (Dragos, 2014, p. 53). According to Archana and Laxmi (2012), motivation can
affect the selection, intensity, and persistence of an individuals behavior, which in sport
can obviously have a strong impact onperformance (p. 260).

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Universities that are looking to improve their employee performance should set an
emphasis on incentives, continuous training, and the motivation of employees to
accomplish objectives. Through the implementation of a post season bonus for the
Directors of Strength and Conditioning, as well as a training budget dedicating to
continued education at the CSCCAs annual convention; university athletic programs
may benefit greatly. An increase in performance motivation may occur among the
employees, resulting in numerous benefits for the student-athletes. By the strength and
conditioning community aiming to perform at higher levels, the student-athletes they
instruct will be receive more quality coaching. There is a correlation between the
strength and conditioning staff, the athletic department, the sport specific coaches,
student-athletes, and the university. Each department has the ability to motivate and
improve upon another, making it increasingly important for motivation levels to be
elevated.

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Resources:

Archana, V. & Laxmi, D. (2012). Comparative study of incentive motivation among


various sports groups. International Journal of Sports Sciences & Fitness, 2(2),
260-268.
Bandura, A. (1976). Social learning theory. Englewood Cliffs, N.J.: Prentice-Hall.
Deci, E. L. (1975). Intrinsic motivation. New York: Plenum.
Dragos, P.F. (2014). Study regarding the role of motivation in the sport performance
activities. Baltic Journal of Health & Physical Activity, 6(1), 48-55.
Kahn, M. (2012). The impact of training and motivation on performance of employees.
IBA Business Review, 7(2), 84-95.

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