Leadership Chapter 9 - Motivation, Satisfaction, and Performance

Maslow's Hierarchy of Needs

(level 1) Physiological Needs, (level 2) Safety and Security, (level 3) Relationships, Love and Affection, (level 4) Self Esteem, (level 5) Self Actualization According to Maslow, lower-level needs must be satisfied before the nexthigher level becomes salient in motivating behavior.

functional turnover

(some followers are retiring, did not fit into the organization, or were substandard performers)

Five Motivational Approaches

1. Maslow's Hierarchy of Needs (Satisfy needs to change behavior) 2. Achievement Orientation (Possess certain personality traits) 3. Goal setting (Set goals to change behavior) 4. Operant approach (Change rewards and punishments to change behavior) 5. Empowerment (Give people autonomy and latitude to increase their motivation for work)

negative affectivity

Affectivity refers to one's tendency to react to stimuli in a consistent emotional manner. positive/negative affectivity

Contingent and noncontingent

Contingent rewards or punishments are administered as consequences of a particular behavior. Examples might include giving Julie a medal immediately after she wins a skiing race or giving Ling Ling a bonus check for exceeding her sales quota. Noncontingent rewards and punishments are not associated with particular behaviors. Monthly paychecks might be examples if both Julie and Ling Ling receive the same amount of base pay every month whatever their actual effort or output. Finally, behaviors that are not rewarded may eventually be eliminated through the process of extinction.

goal setting

From the leader's perspective, this involves setting clear performance targets and then helping followers create systematic plans to achieve them. First, this research showed goals that were both specific and difficult resulted in consistently higher effort and performance when contrasted to "do your best" goals. Second, goal commitment is critical. Merely having goals is not enough. Although follower participation in setting goals is one way to increase commitment, goals set either by leaders unilaterally or through participation with followers can lead to necessary levels of commitment. Commitment to assigned goals was often as high. as commitment to goals followers helped to set, provided the leader was perceived to have legitimate authority, expressed confidence in followers, and provided clear standards for performance. Third, followers exerted the greatest effort when goals were accompanied by feedback; followers getting goals or feedback alone generally exerted less effort.

Herzberg two-factor theory

Herzberg labeled the factors that led to satisfaction at work motivators, and he labeled the factors that led to dissatisfaction at work hygiene factors

Motivators and Hygiene Factors of the Two-Factor Theory

Hygiene Factors Supervision Working conditions Co-workers Pay Policies/procedures Job security Motivators Achievement Recognition The work itself Responsibility Advancement and growth

Why Do People Leave Organizations?

Limited recognition and praise Compensation Limited authority Poor organizational culture Repetitive work

effectiveness

Performance differs from effectiveness, which generally involves making judgments about the adequacy of behavior with respect to certain criteria such as work group or organizational goals.

Why Do People Stay with Organizations?1

Promises of long-term employment Exciting work and challenge Fair pay Encourages fun, collegial relationships Supportive management

Empowerment

We define empowerment as having two key components. For leaders to truly empower employees, they must delegate leadership and decision making down to the lowest level possible. Employees are often the closest to the problem and have the most information, and as such can often make the best decisions. A classic example was the UPS employee who ordered an extra 737 aircraft to haul parcels that had been forgotten in the last-minute Christmas rush. This decision was clearly beyond the employee's level of authority, but UPS praised his initiative for seeing the problem and making the right decision. The second component of empowerment, and the one most often overlooked, is equipping followers with the resources, knowledge, and skills necessary to make good decisions.

operant approach

a way to change the direction, intensity, or persistence of behavior through rewards and punishments

global satisfaction

assesses the overall degree to which employees are satisfied with their organization and their job 1. Overall, I am satisfied with my job

organizational citizenship behaviors

behaviors not directly related to one's job but helpful to others at work. Organizational citizenship behaviors create a more supportive workplace. Examples might include volunteering to help another employee with a task or project or filling in for another employee when asked. Happier workers tend to be more helpful workers.

Performance

concerns behaviors directed toward the organization's mission or goals or the products and services resulting from those behaviors. At work or school we can choose to perform a wide variety of behaviors, but performance would include only those behaviors related to the production of goods or services or obtaining good grades.

Distributive justice

concerns followers' perceptions of whether the level of reward or punishment is commensurate with an individual's performance or infraction.

Life satisfaction

concerns one's attitudes about life in general People who are happier with their jobs also tend to have higher life satisfaction ratings

Job satisfaction

how much one likes a specific kind of job or work activity. Job satisfaction deals with one's attitudes or feelings about the job itself, pay, promotion or educational opportunities, supervision, co-workers, workload, and so on

Golem effect

leaders who have little faith in their followers' ability to accomplish a goal are rarely disappointed. Thus a leader's expectations for a follower or team have a good chance of becoming a self-fulfilling prophecy

Pygmalion effect

occurs when leaders articulate high expectations for followers; in many cases these expectations alone will lead to higher-performing followers and teams

motivation

provides direction, intensity, and persistence to behavior motivation is not directly observable; it must be inferred from behavior. Intelligence, skill, and the availability of key resources can affect a follower's behavior in accomplishing organizational goals (that is, performance) independently of that person's level of motivation. Thus an adequate level of motivation may be a necessary but insufficient condition of effective performance. Higher motivation will usually affect performance only if followers already have the abilities, skills, and resources to get the job done.

facet satisfaction

the degree to which employees are satisfied with different aspects of work, such as pay, benefits, promotion policies, working hours and conditions, and the like 2. I feel the workload is about equal for everyone in the organization. 3. My supervisor handles conflict well. 4. My pay and benefits are comparable to those in other organizations. 5. There is a real future for people in this organization if they apply themselves. 6. Exceptional performance is rewarded in this organization. 7. We have a good health care plan in this organization. 8. In general, I am satisfied with my life and where it is going.

Interactional justice

the degree to which people are given information about different reward procedures and are treated with dignity and respect.

Organizational justice

the premise that people who are treated unfairly are less productive, satisfied, and committed to their organizations

procedural justice

the process by which rewards or punishments are administered. If someone is to be punished, followers will be more satisfied if the person being punished has been given adequate warnings and has had the opportunity to explain his or her actions, and if the punishment has been administered in a timely and consistent manner.

Needs

to internal states of tension or arousal, or uncomfortable states of deficiency people are motivated to change. Hunger would be a good example of a need: people are motivated to eat when they get hungry

Dysfunctional turnover

when the "best and brightest" in an organization become dissatisfied and leave. Dysfunctional turnover is most likely to occur when downsizing is the response to organizational decline