1. 9-1 Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin

2. 9-2 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 Chapter 99

3. 9-3 Introduction Creating highly motivated and satisfied followers depends, most of all, on understanding others.

4. 9-4 Defining Motivation, Satisfaction, and Performance Motivation: Anything that provides direction, intensity, and persistence to behavior. Performance: Behaviors directed toward the organization’s mission or goals. Job Satisfaction: How much one likes a specific kind of job or work activity.

5. 9-5 Relationships between Leadership, Job Satisfaction, and Performance

6. 9-6 Understanding and Influencing Follower Motivation Knowledge about different motivational theories helps choose the right theory for a particular follower and situation. Most performance problems can be attributed to unclear expectations, skill deficits, resource/ equipment shortages, or a lack of motivation.

7. 9-7 Achievement Orientation An individual’s tendency to exert effort toward task accomplishment depends partly on the strength of their motivation to achieve success. Goal Setting Research says that goals are the most powerful determinants of task behaviors. 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

8. 9-8 Goal Setting (continued) Leader’s 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.

9. 9-9 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. –It’s at this point when many of the organization’s goals will not be met.

10. 9-10 Maslow’s Hierarchy of Needs Remember: Lower needs MUST be met first

11. 9-11 Thoughts on Need Theories of Motivation Leaders should start by determining if follower’s lower- level needs are being satisfied. Awareness of general nature of various sorts of basic human needs seems fundamentally useful to leaders. –Basic, fundamental areas need to be addressed first.

12. 9-12 Follower Satisfaction…and Dissatisfaction These aren’t always the opposite…. Of these!

13. 9-13 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

14. 9-14 Herzberg’s Two-Factor Theory

15. 9-15 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.