2. Motivation, Satisfaction, and Performance Pertemuan 17 & 18
Matakuliah : L0244 – Psikologi Kepemimpinan
Tahun : 2010
Motivation, Satisfaction, and Performance Pertemuan 17 & 18

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.
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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.
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5. Relationships between Leadership, Job Satisfaction, and Performance
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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.
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7. Eleven Motivational Approaches
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8. Need Theories
Needs: Refer to internal states of tension or arousal, or uncomfortable states of deficiency people are motivated to change.
Maslow’s Hierarchy of Needs theory
Alderfer’s Expectancy-Relatedness-Growth (ERG) theory
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9. Maslow’s Hierarchy of Needs
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10. Concluding Thoughts on Need Theories
Leaders should start by determining if follower’s lower-level needs are being satisfied.
These theories do 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.
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11. 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.
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12. Key Work Values and Motivational Strategies
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13. Cognitive Theories
Goal setting: Goals are the most powerful determinants of task behavior.
Pygmalion Effect
Golem Effect
Expectancy theory: Assumes that people act in ways that maximize their expectations of attaining valued outcomes.
Effort-to-performance expectancy
Performance-to-outcome expectancy
Valence
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14. An Example of Expectancy Theory
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15. Cognitive Theories (continued)
Equity theory: Assumes that people value fairness in leader–follower exchange relationships.
Followers presumably reach decisions about equitable relationships by assigning values to four elements.
Self-efficacy: Concerns one’s core beliefs about being able to successfully perform a given task.
Positive self-efficacy
Negative self-efficacy
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16. Concluding Thoughts on Cognitive Theories of Motivation
All four cognitive theories assume that changing followers’ thoughts will help them engage in particular tasks and activities.
Leaders can influence followers’ motivational levels by:
Clearly articulating expected outcomes.
Clarifying the links between efforts and rewards.
Providing training, coaching, and feedback to followers.
Cognitive theories place a strong premium on leader–follower communication.
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17. Situational Approaches
Operant Approach:
Reward
Punishment
Contingent rewards or punishments
Noncontingent rewards and punishments
Extinction
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18. Situational Approaches (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.
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19. Situational Approaches (continued)
Empowerment:
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
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20. Concluding 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.
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21. The Empowerment Continuum
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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
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23. Why People Leave or Stay with Organizations
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24. 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.
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25. Typical Items on a Satisfaction Questionnaire
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26. Results of a Facet Satisfaction Survey
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27. 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
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28. Motivators and Hygiene Factors of the Two-Factor Theory
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29. Herzberg’s Two-Factor Theory
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30. 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.
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31. Reference
Hughes., Ginnett., & Curpy. (2009). Leadership: Enhancing The Lesson of Experience. 6 eds. McGraw-Hill. Boston.
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