1. McGraw-Hill/Irwin
Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved.

2. Motivation, Satisfaction, and Performance9
Motivation, Satisfaction, and Performance
Chapter
“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

3. Introduction
The ability to motivate others is a fundamental leadership skill and has strong connections to managerial incompetence.
Variation in work output varies significantly across leaders and followers.
Creating highly motivated and satisfied followers depends, most of all, on understanding others.

4. Defining Motivation, Satisfaction, and Performance
Motivation: Anything that provides direction, intensity, and persistence to behavior.
Not directly observable; must be inferred from behavior.
Performance: Behaviors directed toward the organization’s mission or goals, or the products and services resulting from those behaviors.
Differs from effectiveness.
Job Satisfaction: How much one likes a specific kind of job or work activity.
Related to organizational citizenship behaviors.

5. Relationships between Leadership, Job Satisfaction, and Performance

6. Understanding and Influencing Follower Motivation
Motivational theories are useful in certain situations but not as applicable in others.
Knowledge about different motivational theories helps choose the right theory for a particular follower and situation.
Often results in higher-performance and more satisfied employees.
Most performance problems can be attributed to unclear expectations, skill deficits, resource/ equipment shortages, or a lack of motivation.

7. Five Motivational Approaches
Table 9.1 Five Motivational Approaches

8. Maslow’s Hierarchy of Needs
According to Maslow:
Needs are internal states of tension or arousal, or uncomfortable states of deficiency.
When these needs are not being met, people engage in and persist with certain behaviors to satisfy them.

9. Maslow’s Hierarchy of Needs

10. Thoughts on Need Theories of Motivation
Leaders should start by determining if follower’s lower-level needs are being satisfied.
Maslow’s theory does not make specific predictions about what an individual will do to satisfy a particular need.
Awareness of general nature of various sorts of basic human needs seems fundamentally useful to leaders.
Basic, fundamental areas need to be addressed first.

11. Achievement Orientation
Atkinson proposed that an individual’s tendency to exert effort toward task accomplishment depends partly on the strength of their motivation to achieve success.
McClelland said that individuals with a strong 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

12. Goal Setting
According to Locke and Latham, goals are the most powerful determinants of task behaviors.
According to their research, successful goals have the following characteristics:
Goals that were both specific and difficult resulted in consistently higher effort and performance when contrasted to “do your best” goals.
Goal commitment is critical
Followers exerted the greatest effort when goals were accompanied by feedback

13. Goal Setting (continued)
Leader’s implicit and explicit expectations about goal accomplishment can also affect the performance of followers and teams.
Pygmalion Effect: when leaders articulate high expectations for followers, these expectations alone will lead to higher-performing followers and teams.
Golem Effect: when leaders have little faith in their followers’ ability to accomplish a goal, followers and teams will often lead to lower performance.

14. The Operant Approach The Operant Approach utilizes: Rewards Punishment
Contingent rewards or punishments
Noncontingent rewards and punishments
Extinction

15. The Operant Approach (continued)
Operant principles:
Clearly specify what behaviors are important.
Determine if those behaviors are currently being punished, rewarded, or ignored.
Find out what followers actually find rewarding and punishing.
Be wary of creating perceptions of inequity when administering individually tailored rewards.
Do not limit oneself to administering organizationally sanctioned rewards and punishments.
Administer rewards and punishments in a contingent manner whenever possible.

16. Empowerment Empowerment: Macro psychological components:
Top-down approach to delegation
Bottom-up approach to delegation
Macro psychological components:
Motivation
Learning
Stress
Micro components of empowerment:
Self-determination
Meaning
Competence
Influence

17. Thoughts on Situational Approaches to Motivation
Leaders naively assume it is easier to change an individual than it is to change the situation.
Leaders can often see positive changes in followers’ motivation levels by restructuring work processes and procedures.
It can increase their latitude to make decisions and add more meaning to work.
If properly designed and administered, then in many cases followers will successfully work through their resistance.

18. Individual Differences in Motivation
Assumes people differ in key personality traits, work values, and the work they like to do.
Concluding thoughts on individual differences in motivation:
Ensure that followers exert needed effort for task accomplishment by selecting individuals already high in these motives.
To determine what followers find to be intrinsically motivating, simply ask them what they like to do.
By reassigning work according to values and intrinsic interests, leaders may be able to get higher-quality work and have more satisfied employees.

19. Follower Satisfaction
Table 9.2 Why People Leave or Stay with Organizations
Sources: Pace Communication Inc., Hemispheres Magazine, November 1994, p. 155; “Keeping Workers Happy,” USA Today, February 10, 1998, p. 1B.

20. Global, Facet, and Life Satisfaction
Three different types of items are typically found on a job satisfaction survey:
Global satisfaction
Facet satisfaction
Life satisfaction
Other important findings include:
Hierarchy effect
Survey results are most useful when they can be compared with those from some reference group.

21. Global, Facet, and Life Satisfaction
Table 9.3: Typical Items on a satisfaction questionnaire

22. Understanding and Influencing Follower Satisfaction
Research has shown that satisfied workers are more likely to continue working for an organization.
More likely to engage in organizational citizenship behaviors.
Dissatisfied workers: More likely to be adversarial in their relations with leadership.
May engage in diverse sorts of counterproductive behaviors.
Employee turnover has the most immediate impact on leadership practitioners.
Functional turnover
Dysfunctional turnover

23. Theories of Job Satisfaction
Affectivity: Refers to one’s tendency to react to stimuli in a consistent emotional manner.
Negative affectivity
Positive affectivity
Hezberg’s Two-Factor Theory
Motivators
Hygiene factors
Organizational Justice
Interactional justice
Distributive justice
Procedural justice

24. Affectivity
Affectivity refers to one’s tendency to react to stimuli in a consistent emotional manner. This may either be positive or negative and is referred to as either:
Positive affectivity
Negative affectivity
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.

25. 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.
He categorized factors at work into two categories:
The factors that led to satisfaction at work were labeled motivators,
The factors that led to dissatisfaction at work were labeled hygiene factors.

26. Herzberg’s Two-Factor Theory
Figure 9.5: Herzberg’s Two-Factor Theory

27. Motivators and Hygiene Factors of the Two-Factor Theory

28. Organizational Justice
Organizational justice is based on the premise that people who are treated unfairly are less productive, satisfied, and committed to their organizations and are likely to initiate collective action and engage in various counterproductive work behaviors.
Three related components of Organizational Justice are:
Interactional justice
Distributive justice
Procedural justice

29. Summary 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, as well as 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.