Chapter 9: Motivation, Satisfaction, and Performance

achievement orientation

a strong need for achievement (an individual's tendency to exert efforts toward task accomplishment depends partly on the strength of his or her motive to achieve success)

operant approach

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

3 individual differences theories

achievement orientation, values, intrinsic motivation

Alderfer's existence-relatedness-growth (ERG) theory

corresponds to Maslow's needs existance - physiological, security needs relatedness - social and esteem needs growth - self-actualization

3 factors of the Expectancy Theory

effort-to-performance expectancy, performance-to-outcome expectancy, valence

science

enjoy learning, digging deeply into problems, keeping up to date on technology,and analyzing data to get the truth. Ex: research and development leaders

equity theory

followers reach decisions about equitable relationships by assigning values to the four elements (personal outcomes/personal inputs = reference group outcomes/reference group inputs) and comparing the ratios (followers are most motivated when they believe that what they put into an activity or job and what they get out of it are roughly equivalent to what other put into and get out of it)

distributive justice

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

frustration regression hypothesis

frustration of a higher-level need can lead to efforts to satisfy a lower-level need

5 cognitive theories

goal setting, Pygmalion Effect, Golem Effect, expectancy theory, Equity theory, Self-Efficacy

functional turnover

healthy for an organization (retiring, did not fit in org, substandard performers)

needs

internal states of tension or arousal or uncomfortable states of deficiency people are motivated to change

expectancy theory (see figure 9.3)

involved two fundamental assumptions 1) motivated performance is the result of conscious choice 2) people will do what they believe will provide them the highest (or surest) rewards (motivate others by clarifying links between behaviors, performance, and rewards)

effectiveness

involves making judgments abut the adequacy of behavior with respect to certain criteria such as work-group or organizational goals

organizational fit

leaders and followers are attracted to and are most satisfied when their personal work values align with those of the organization

Golem Effect

leaders who have little faith in their followers ability to accomplish a goal are rarely disappointed

security

motivated to work in stable, predictable, risk-free environments. They create stucture/processes to minimize uncertainty and avoid criticism. Ex: bureaucratic leaders

two-factor theory

motivators and hygiene factors

noncontigent rewards/punishments

not associated with particular behaviors (ex: base pay)

job satisfaction

not how hard or well one works, but how much one likes a specific kind of job or work activity

role ambiguity

occurs whenever leaders or followers are unclear about what they need to do and how they should do it

goal setting

one of the most familiar and easiest formal systems of motivation to use with followers

life satisfaction

one's attitudes about life in general

self-efficacy

one's beliefs about being able to successfully perform a given task

affectivity

one's tendency to react to stimuli in a consistent emotional manner

10 Key Work Values

recognition, power, hedonism, altruistic, affiliation, tradition, security, commerce, aesthetics, science

Maslow's Hierarchy of Needs

represented by a triangle with 5 needs(from bottom up): physiological needs (base of pyramid) security needs belongingness needs esteem needs self-actualization needs (top of pyramid) (PSBES, P.S. Best Friend)

negative self-efficacy

self-debilitating beliefs

aesthetics

value appearance and quality over quantity. Motivated to work in environments that place a premium on experimentation, artistic expression, and creative problem solving ex: film directors, musical conductors, marketing leaders

recognition

value fame, visibility, and publicity and are motivated by public recognition

tradition

value family values, codes, and conduct, moral rules, standards. Motivated to live a lifestyle in accordance with religious or institutional customs and standards of behavior ex: religious or military leaders

affliation

value meeting new people, networking, team environments. Motivated by being around others. Ex: sales leaders

hedonism

value pleasure, variety, and excitement. Motivated taking risks, entertaining others, and having fun

commerce

value wealth and material possessions. motivated by financial success. Ex: business leaders

empowerment

(2 components) (1st component:) delegate leadership and decision making to the lowest level possible. (2nd component:) equipping followers with the resources, knowledge, and skills necessary to make good decisions

(skip)(read Table 9.1 p.378)

(Skip)

How does a leader properly design and implement an operant system for improving followers' motivation and performance levels? (p 401) (6 steps)

(steps) leadership practitioners need to... 1) clearly specify what behaviors are important. 2) determine if these behaviors are currently being punished, rewarded, or ignored. 3) find out what followers actually find rewarding and punishing. 4) be wary of creating perceptions of inequality when administering individually tailoring rewards. 5) not limit themselves to administering 6) administer rewards and punishments in a contingent manner whenever possible.

number of theories

11

extrinsic motivation bias

75% report that money is the best way to motivate others. the false belief that followers are more motivated by money rather than by job security, recognition or helping others

(skip) (italics)

Leaders who are knowledgeable about different motivational theories and more likely to choose the right theory for a particular follower and situation, and often have higher-performing and more satisfied employees as a result.

difference between Maslow's needs and Alderfer's needs

Maslow: 1 need at a time, lower must be fulfilled to reach higher Alderfer: multiple needs can be met simultaneously

chapter summary (skip)

This chapter has reviewed research concerning motivation, satisfaction, and performance. Motivation is defined as anything that provides direction, intensity, and persistence to behavior. Although motivation is an important aspect of performance, performance and motivation are not the same thing. Performance is a broader concept than motivation, as abilities, skills, group norms, and the availability of resources can all affect followers' levels of performance. Job satisfaction is a set of attitudes that people have about work. Although a majority of people are generally satisfied with their jobs, people often have varying levels of satisfaction for different aspects of their jobs, such as pay, working conditions, supervisors, or co-workers. Many of the approaches to understanding motivation have distinct implications for increasing performance and satisfaction. Therefore, several different theories of motivation were reviewed in this chapter. The first two theories, Maslow's Hierarchy of Needs and Alderfer's Existence-Relatedness-Growth (ERG) Theory, assume that people are motivated to satisfy a universal set of needs. The next three theories examined motivation in terms of individual differences, emphasizing a person's intrinsic motivation to perform a particular task, their personal values, or a person's general level of achievement orientation. The next set of theories, goal setting, equity theory, self-efficacy, and expectancy theory, examined motivation from a cognitive perspective. These theories assume that people make rational, conscious choices about the direction, intensity, and persistence of their behaviors, and generally engage in behaviors that maximize payoffs and minimize costs. The last two theories, empowerment and operant approach, examined motivation from a situational perspective to recognize situations where various approaches, or the insights particular to them, may be differently useful. Just as a carpenter can more effectively build a house by using a variety of tools, a leader can be more effective by using a variety of motivational interventions to enhance work. Several other theories seem to be more useful for explaining followers' attitudes about work. Some research suggests that individuals vary in the characteristic tenure of effectivity; some people have generally positive attitudes about work and life whereas others are generally unhappy about work and life. Such differences have a genetic component and may set limits on the extent to which initiatives by leaders will increase satisfaction levels by giving followers more meaningful work and by treating them fairly. Followers (and leaders for that matter) 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.

contingent rewards/punishments

administered as consequences of a particular behavior

relationship between motivation and effective performance

an adequate level of motivation may be a necessary but insufficient condition of effective performance

reward

any consequence that increases the likelihood that a particular behavior will be repeated

motivation

anything that provides direction, intensity, and persistence to behavior

facet satisfaction

assess the degree to which employees are satisfied with different aspects of work, such as pay, benefits, promotion policies, working and conditions, etc.

global satisfaction

assesses the overall degree to which employees are satisfied with their organization and their job

situational approaches

assume leaders can change the situation in order to better motivate followers

cognitive theories

assume leaders can motivate followers by setting goals and bolstering their beliefs about task accomplishment

intrinsic motivation

behavior motivated for its own sake, for personal satisfaction and increased feelings of competence or control one gets from doing it

performance

behaviors directed toward the organization's mission or goals or the products and services resulting from those behaviors.

organizational citizenship behaviors

behaviors not directly related to one's job that are helpful to others at work

positive self-efficacy

beliefs where people feel confident that they have the power to create desired effects

altruistic

believe in helping the less fortunate and social justice. Motivated to help the needy/powerless, improve society. Ex: health care or educational leaders

organizational justice

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

2 Situational Approaches

operant approach, empowerment

reference group

past results (people's ratings of pay, promotion, overall satisfaction rising or falling over time) or ratings from similar orgs

hierarchy effect

people with longer tenure or in higher positions tend to have higher global and facet satisfaction ratings than those newer or lower in the organization

negative affectivity

people with negative affectivity consistently react to changed, events, or situations in a negative manner

positive affectivity

people with positive affectivity consistently react to changes, events, or situations in a positive manner

extinction

process where behaviors that are not rewarded are eliminated

punishments

the administration of an aversive stimulus or the withdrawal of something desirable, decreases the likelihood of a particular behavior to be repeated

(skip)(italics)

the best leaders may well be those who can motivate workers to perform at a high level while maintaining an equally high level of job satisfaction

interactional justice

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

hygiene factors

the factors that lead to dissatisfaction at work

motivators

the factors that lead to satisfaction at work

effort-to-performance expectancy

the follower estimates the likelihood of performing the desired behavior adequately, assuming she puts forth the required effort

performance-to-outcome expectancy

the follower estimates the likelihood of receiving a reward, given that she achieves a desired level of performance

procedural justice

the process in which rewards or punishments are administered

power

value achievement and accomplishment and are motivated to work jobs where they can achieve, get ahead, and succeed

valence

vector sum of all outcomes, must be sufficiently positive to be worth the time and effort

overjustification effect

when external rewards result in a decrease in intrinsic motivation, rarely happens

Pygmalion Effect

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

dysfuntional turnover

when the best and the brightest in an org become dissatisfied and leave