Leadership enhancing the lessons of experience 8th by hughes curphy chap 09

Motivation, Satisfaction, and Performance “Polls estimate that if companies could get 3.7 percent more work out of each employee, the equivalent of 18 more minutes of work for each ei

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Motivation, Satisfaction, and

Performance

“Polls estimate that if companies could get 3.7

percent more work out of each employee, the

equivalent of 18 more minutes of work for each

eight-hour shift, the gross domestic product in the

U.S would swell by $355 billion, twice the total

Introduction

• The ability to motivate others is a fundamental leadership skill and has strong connections to building cohesive, goal-oriented teams and

getting results through others

• Variation in work output varies significantly

across leaders and followers

• Creating highly motivated and satisfied

followers depends mostly on understanding

others

Defining - Motivation, Satisfaction,

and Performance

• Motivation is anything that provides direction,

intensity, and persistence to behavior

– Not observable; must be inferred from behavior.

• Performance concerns behaviors directed

toward the firm’s mission/goals or the products

or services resulting from those behaviors

– Differs from effectiveness i.e., making judgments

about the adequacy of behavior based on criteria.

• Job satisfaction is how much one likes a

specific kind of job or work activity

– Satisfied workers engage in organizational

citizenship behaviors.

Relationships among Leadership,

Job Satisfaction, and Performance

Understanding and Influencing

Follower Motivation

• Motivational theories are useful in certain

situations but not as applicable in others

• Leaders who know about different motivational

theories are more likely to choose the right

theory for a particular follower and situation

– Choosing the best theory may result in

higher-performing and more satisfied employees

• Most performance problems can be attributed

to unclear expectations, skill deficits, resource/

equipment shortages, or a lack of motivation

• Leaders have the most difficulty recognizing

and correcting motivation problems

Five Motivational Approaches

Table 9.1 Five Motivational Approaches

Maslow’s Hierarchy of Needs

• According to Maslow, people are motivated by 5

basic types of needs (hierarchy of needs).

– Needs are internal states of tension or arousal, or

uncomfortable states of deficiency

• When needs are not being met, people engage

in certain behaviors to satisfy them

• To motivate employees to work harder, leaders

must determine where their followers are on the needs hierarchy and ensure that all lower-order needs are satisfied before appealing to their

higher-order needs

Maslow’s Hierarchy of Needs

(continued)

Maslow’s Hierarchy of Needs

(continued)

• Maslow’s theory does not make specific

predictions about what an individual will do to

satisfy a particular need

• The lack of specificity and predictive power

limits the practical applicability of Maslow’s

theory in real-life settings

• However, awareness of the general nature of

various sorts of basic human needs seems

fundamentally useful to leaders

• Leaders need to address some basic,

fundamental areas before their attempts to get followers to expend more effort on work-related behaviors will be successful

Achievement Orientation

• Atkinson proposed that a person’s tendency to

exert effort toward task accomplishment depends partly on the strength of his/her motivation to

achieve success (i.e., achievement orientation).

• McClelland said that individuals with a strong

need for achievement strive to accomplish

socially acceptable endeavors and activities

• Achievement orientation is a component of the

Five Factor Model or OCEAN model of

personality dimension of conscientiousness

• Achievement orientation is often a key success

factor for people who advance to the highest

levels of organizations

Goal Setting

• From the leader’s perspective, goal setting

involves setting clear performance targets and

helping followers create systematic plans to

achieve them

• According to Locke and Latham, goals are the

most powerful determinants of task behaviors

• Goals direct attention, mobilize effort, help people develop strategies for achievement, and help

people continue exerting effort until goals are

reached This leads, in turn, to even higher goals

• Locke and Latham’s research identified several

common aspects of goal setting

1 Goals that were both specific and difficult resulted in

consistently higher effort and performance when contrasted to “do your best” goals

2 Goal commitment is critical Goals set either by leaders

unilaterally or through participation with followers can lead to necessary levels of commitment.

3 Followers exerted the greatest effort when goals were

accompanied by feedback; followers getting goals or feedback alone generally exerted less effort.

Goal Setting (continued)

3 A leader’s implicit and explicit expectations

about goal accomplishment can affect the

performance of followers and teams

A The Pygmalion effect occurs when leaders express

high expectations for followers These expectations alone lead to higher-performing followers and teams

B The Golem Effect occurs when leaders have little

faith in their followers’ ability to accomplish a goal

These expectations result in a self-fulfilling prophecy and low performance

4 Leaders wanting to improve individual/team

performance should set high but achievable

goals and express confidence in their followers

The Operant Approach

• The operant approach utilizes the following

components to change the direction, intensity,

or persistence of behavior

1 Reward

2 Punishment

3 Contingent rewards and punishments

4 Non-contingent rewards and punishments

5 Extinction

The Operant Approach (continued)

• Using operant principles to improve followers’

motivation and performance requires several

steps

1 Clearly specify what behaviors are important.

2 Determine if those behaviors are currently being

punished, rewarded, or ignored.

3 Find out what followers find rewarding and

punishing.

4 Be wary of creating perceptions of inequity when

administering individually tailored rewards.

5 Do not limit oneself to administering organizationally

sanctioned rewards and punishments.

6 Administer rewards and punishments in a contingent

manner whenever possible.

Empowerment

• Empowerment has two key components:

1 Leaders delegate leadership and decision making

down to the lowest level possible

2 Leaders equip followers with the resources, skills,

and knowledge necessary to make good decisions

– Macro psychological components:

Empowerment (continued)

• Many leaders assume it is easier to change an individual than it is to change the situation, but this is often not the case

• Leaders can often see positive changes in

followers’ motivation levels by restructuring

work processes and procedures

– This can increase their latitude to make decisions and add more meaning to work.

• Leaders can help followers work through initial resistance to new processes and procedures by showing support, providing training and

coaching on new skills, and capitalizing on

opportunities to reward progress

Motivation Summary

• A leader’s actions can and do affect followers’

motivation levels

• Leaders should be flexible in the types of

interventions they use to motivate followers,

which requires familiarity with the pros and cons

of various motivational theories

• Leadership practitioners should not overlook the interplay between emotions and motivation

• Success is more likely when leaders are able to address and capitalize on emotions when

introducing change

Understanding and Influencing

Follower Satisfaction

• Satisfied workers are more likely to continue

working for an organization and engage in

organizational citizenship behaviors

• Dissatisfied workers are more likely to be

adversarial in their relations with leadership and engage in diverse counterproductive behaviors

• Employee turnover has the most immediate

impact on leadership practitioners

1 Functional turnover is healthy for an organization,

such as when followers retire, do not fit into the organization, or are substandard workers

2 Dysfunctional turnover is unhealthy and occurs

when an organization’s best and brightest become dissatisfied and leave.

Follower Satisfaction

Table 9.2 Why People Leave or Stay with Organizations

Global, Facet, and Life Satisfaction

• Three types of items are typically found on job satisfaction surveys

1 Global satisfaction is the overall degree that

employees are satisfied with their organization and their job.

2 Facet satisfaction is the degree that employees are

satisfied with different aspects of work (pay, benefits, promotion policies, working hours and conditions).

3 Life satisfaction concerns a person’s attitudes

about life in general.

Global, Facet, and Life Satisfaction

(continued)

• Surveys have important findings for leaders

– People generally like their occupations but may not like the pay, benefits, or their boss

– People with longer tenure or in higher positions tend to have higher global and facet satisfaction ratings than those newer to or lower in the organization (i.e

hierarchy effect).

– People who are happier with their jobs tend to have

higher life satisfaction ratings.

• Survey results are most useful when compared

with results from a reference group, such as the

organization’s past results or ratings from similar organizations.

Global, Facet, and Life Satisfaction

Table 9.3: Typical Items on a Satisfaction Questionnaire

Eight Theories of Satisfaction

• Affectivity refers to one’s tendency to react to stimuli in a consistent emotional manner,

either positively or negatively

1 People with negative affectivity tend to

focus on the disadvantages of a situation

2 People with positive affectivity tend to

have optimistic approaches in new situations

• Research suggests that leadership initiatives may not be effective on a person’s job

satisfaction if their affective disposition is

either extremely positive or negative.

Herzberg’s Two-Factor Theory

• Herzberg’s research did not assume that the

things that dissatisfied people were always the

opposite of what satisfied them

• Herzberg identified two factors of satisfaction

1 The factors that led to satisfaction at work were labeled

motivators.

2 The factors that led to dissatisfaction at work were

labeled hygiene factors.

• According to two-factor theory, efforts directed

toward improving hygiene factors will not increase followers’ motivation or satisfaction

Herzberg’s Two-Factor Theory

Figure 9.5: Herzberg’s Two-Factor Theory

Motivators and Hygiene Factors of

the Two-Factor Theory

Organizational Justice

• Organizational justice is based on the idea that

people who are treated unfairly are less satisfied,

less productive, and less committed to their

organizations, and are more likely to initiate

collective action and engage in counterproductive

work behaviors.

• Organizational justice consists of 3 components.

1 Interactional justice is the degree that people are given

information about reward procedures and are treated with dignity and respect.

2 Distributive justice concerns followers’ perceptions of

whether the level of reward or punishment is commensurate with an individual’s performance or infraction.

3 Procedural justice relates to the process that rewards

and punishments are administered.

Summary

• Although motivation is an important aspect of

performance, performance and motivation are not the same thing

• People often have varying levels of satisfaction for different aspects of their jobs

• Many of the approaches to understanding

motivation have distinct implications for

increasing performance and satisfaction

• Followers and leaders are more likely to have positive attitudes about work if they believe that what they do is important and that the reward and disciplinary systems are fair and just