Copyright © 2015 McGraw-Hill Education All rights reserved No reproduction or distribution without the prior written consent of McGraw-Hill Education 9-1 Chapter 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 GDP of Greece.” ~The Gallup Organization 9-2 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 9-3 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 9-4 Relationships among Leadership, Job Satisfaction, and Performance 9-5 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 higherperforming 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 9-6 Five Motivational Approaches Table 9.1 Five Motivational Approaches 9-7 Maslow’s Hierarchy of Needs • According to Maslow, people are motivated by 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 9-8 Maslow’s Hierarchy of Needs (continued) 9-9 Maslow’s Hierarchy of Needs (continued) • Maslow’s theory does not make specific predictions about what an individual will 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 9-10 Empowerment • Empowerment has two key components: Leaders delegate leadership and decision making down to the lowest level possible Leaders equip followers with the resources, skills, and knowledge necessary to make good decisions – Macro psychological components: Motivation Learning Stress – Micro psychological components: Self-determination Meaning Competence Influence 9-17 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 9-18 Motivation Summary • A leader’s actions can and 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 9-19 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 Functional turnover is healthy for an organization, such as when followers retire, not fit into the organization, or are substandard workers Dysfunctional turnover is unhealthy and occurs when an organization’s best and brightest become dissatisfied and leave 9-20 Follower Satisfaction Table 9.2 Why People Leave or Stay with Organizations 9-21 Global, Facet, and Life Satisfaction • Three types of items are typically found on job satisfaction surveys Global satisfaction is the overall degree that employees are satisfied with their organization and their job Facet satisfaction is the degree that employees are satisfied with different aspects of work (pay, benefits, promotion policies, working hours and conditions) Life satisfaction concerns a person’s attitudes about life in general 9-22 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 9-23 Global, Facet, and Life Satisfaction Table 9.3: Typical Items on a Satisfaction Questionnaire 9-24 Eight Theories of Satisfaction 9-25 Affectivity • Affectivity refers to one’s tendency to react to stimuli in a consistent emotional manner, either positively or negatively People with negative affectivity tend to focus on the disadvantages of a situation 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 9-26 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 The factors that led to satisfaction at work were labeled motivators 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 9-27 Herzberg’s Two-Factor Theory Figure 9.5: Herzberg’s Two-Factor Theory 9-28 Motivators and Hygiene Factors of the Two-Factor Theory 9-29 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 components Interactional justice is the degree that people are given information about reward procedures and are treated with dignity and respect Distributive justice concerns followers’ perceptions of whether the level of reward or punishment is commensurate with an individual’s performance or infraction Procedural justice relates to the process that rewards and punishments are administered 9-30 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 is important and that the reward and disciplinary systems are fair and just 9-31 ... eight-hour shift, the gross domestic product in the U.S would swell by $355 billion, twice the total GDP of Greece.” ~The Gallup Organization 9-2 Introduction • The ability to motivate others is a fundamental... 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. .. 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