Live Task
Chapter 9
Motivation, Satisfaction, and Performance
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Chapter Outline
Introduction
Defining motivation, satisfaction, engagement, performance, and effectiveness
Understanding and influencing follower motivation
Understanding and managing follower performance and team and organizational effectiveness
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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 United States would swell by 355 billion dollars, twice the total G D P of Greece
The Gallup Organization
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Introduction
The ability to motivate others is a fundamental leadership skill and has strong connections to building cohesive, goal-oriented teams and getting results through others
Variation in work output varies significantly across leaders and followers
Creating highly motivated and satisfied followers depends mostly on understanding others
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Defining Motivation, Satisfaction, and Performance, 1
Motivation: Anything that provides direction, intensity, and persistence to behavior
Must be inferred from behavior as it is not observable
Performance: Behaviors directed toward the firm’s mission slash goals or the products and services resulting from those behaviors
Differs from effectiveness, which involves making judgments about the adequacy of behavior with respect to certain criteria
An adequate level of motivation may be a necessary but insufficient condition for performance and effectiveness
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Defining Motivation, Satisfaction, and Performance, 2
Job satisfaction: How much one likes a specific kind of job or work activity
Satisfied workers engage in organizational citizenship behaviors
Employee engagement has replaced job satisfaction over the past few years
Employee engagement: Extent to which people are absorbed with, committed to, and enthusiastic about their assigned work tasks
Form of productivity
The best leaders may be those who can motivate workers to perform at a high level while maintaining an equally high level of employee engagement and job satisfaction
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Figure 9.1: Relationships among Leadership, Job Satisfaction, and Performance
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Understanding and Influencing Follower Motivation
Motivational theories are useful in certain situations but not as applicable in others
Leaders who know about different motivational theories are more likely to choose the right theory for a particular follower and situation
Choosing the best theory may result in higher-performing and more satisfied and engaged employees
Most performance problems can be attributed to unclear expectations, skill deficits, resource or equipment shortages, or a lack of motivation
Leaders have the most difficulty in recognizing and correcting motivation problems
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Five Motivational Approaches
| Theory or Approach | Major Themes of Characteristics |
| Motives or needs | Satisfy needs to change behavior |
| Achievement orientation | Possess certain personality traits |
| Goal setting | Set goals to change behavior |
| Operant approach | Change rewards and punishments to change behavior |
| Empowerment | Give people autonomy and latitude to increase their motivation for work |
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Lecture Script 6-9
Maslow’s Hierarchy of Needs, 1
People are motivated by five basic types of needs
Needs: Internal states of tension or arousal, or uncomfortable states of deficiency that people are motivated to change
When needs are not met, people engage in certain behaviors to satisfy them
Leadership practitioners can get followers to engage in and persist with certain behaviors by correctly identifying and fulfilling their needs
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Lecture Script 6-10
Maslow’s Hierarchy of Needs, 2
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Self-actualization needs
Esteem needs
Belongingness and love needs
Safety needs
Physiological needs
Maslow’s Hierarchy of Needs, 3
Does not make specific predictions about what an individual will do to satisfy a particular need
For most followers, the needs for survival, security, and affiliation are largely satisfied
To boost motivation, performance, and effectiveness, leaders should focus on helping followers satisfy their self-esteem and self-actualization needs
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Needs That Drive Employees Who Perform Non-Routine Work
Jump to Needs That Drive Employees Who Perform Non-Routine Work, Appendix
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Autonomy
Mastery
Meaning
Achievement Orientation
Atkinson proposed that a person’s tendency to exert effort toward task accomplishment depends partly on the strength of his or her motivation to achieve success
McClelland further developed Atkinson’s idea
Said that individuals with a strong need for achievement strive to accomplish socially acceptable endeavors and activities
Maintained that differences in achievement orientation are a primary reason why people differ in the levels of effort they exert to accomplish assignments, objectives, or goals
Component of the Five Factor Model or O C E A N model of personality dimension of conscientiousness
Key success factor for people who advance to the highest levels of organizations
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Goal Setting, 1
Involves setting clear performance targets and helping followers create systematic plans to achieve them
According to Locke and Latham, goals are the most powerful determinants of task behaviors
Goals direct attention, mobilize effort, and help people develop strategies for achievement and continue exerting effort until goals are achieved, which leads to higher goals
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Goal Setting, 2
Locke and Latham identified the following common aspects of goal setting:
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
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Goal Setting, 3
A leader’s implicit and explicit expectations about goal accomplishment can affect the performance of followers and teams
Pygmalion effect: Occurs when leaders express high expectations for followers
Expectations alone can lead to higher-performing followers and teams
Golem effect: Occurs when leaders have little faith in their followers’ ability to accomplish a goal
Expectations result in a self-fulfilling prophecy and low performance
In order to improve individual or team performance, leaders should set high but achievable goals and express confidence that their followers can get the job done
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Lecture Script 6-17
The Operant Approach, 1
Utilizes the following methods to change the direction, intensity, or persistence of behavior:
Reward: Consequence that increases the likelihood that a particular behavior will be repeated
Punishment: Administration of an aversive stimulus or the withdrawal of something desirable to decrease the likelihood of repeating a particular behavior
Contingent rewards and punishments are administered as consequences of a particular behavior
Noncontingent rewards and punishments are not associated with particular behaviors
Behaviors that are not rewarded may eventually be eliminated through the process of extinction
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Lecture Script 6-18
The Operant Approach, 2
Using operant principles to improve followers’ motivation and performance requires the following steps:
Clearly specify what behaviors are important
Determine if those behaviors are currently being punished, rewarded, or ignored
Find out what followers find rewarding and punishing
Be wary of creating perceptions of inequity when administering individually tailored rewards
One should not be limited to administering organizationally sanctioned rewards and punishments
Administer rewards and punishments in a contingent manner whenever possible
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Lecture Script 6-19
Empowerment, 1
Key components
Leaders who wish to empower employees should delegate leadership and decision making down to the lowest level possible
Leaders should equip followers with the resources, skills, and knowledge necessary to make good decisions
Macro psychological components
Motivation
Learning
Stress
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Empowerment, 2
Micro psychological components
Self-determination
Meaning
Competence
Influence
Empowered employees:
Have latitude to make decisions and are comfortable making these decisions
Believe what they do is important
Are seen as influential members of their team
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Empowerment, 3
Leaders can often see positive changes in followers’ motivation levels by restructuring work processes and procedures
Can increase their latitude to make decisions and add more meaning to work
Likely to encounter resistance when they change the processes, procedures, and rewards for work
Leaders can help followers work through initial resistance to new processes and procedures by showing support, providing training and coaching on new skills, and capitalizing on opportunities to reward progress
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Follower Performance, 1
Behaviors directed toward the accomplishment of team or organizational goals
Aspects of follower performance
It is important for leaders to understand the team and organization goals as these will dictate the type, intensity, and duration of follower behavior needed for goal accomplishment
Leaders need to understand the context or situation in which these behaviors need to be exhibited
Spending time engaging in different behavior at work can motivate followers to spend more time on work-related activities
Followers’ knowledge and experience, the right hardware and software, leveraging the right processes and procedures, and motivation can affect follower performance
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Follower Performance, 2
Leaders should be proficient in the following components of the performance management cycle when working with followers to accomplish group or organizational goals:
Planning: Understanding the team’s or organization’s goals, the role followers need to play in goal accomplishment, the context in which followers operate, and the behaviors they need to exhibit for the team to be successful
Monitoring: Includes tracking follower performance, sharing feedback on goal progress, and providing needed resources and coaching
Evaluating: Providing summary feedback on job performance to followers
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Important Aspects of Team or Organizational Effectiveness
Leaders need to define team goals in certain situations
Effectiveness measures all suffer from some degree of criterion contamination
Criterion contamination: Occurs when effectiveness measures are affected by factors unrelated to follower performance
Leaders need to ensure followers understand how their performance contributes to team or organizational goal accomplishment
Most teams or organizations publish team or balanced scorecards to record their progress toward achieving their goals
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Summary
A leader’s actions can and do affect followers’ motivation levels
Motivation, performance, and effectiveness should not be equated but should be treated as different concepts
Managing followers’ performance and achieving team and organizational goals are critical leadership responsibilities
Followers need to be monitored and usually need feedback, coaching, and some kind of motivation to exhibit the right behaviors
Leaders need to be able to differentiate between high and low performers and administer rewards in a fair and transparent manner
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APPENDICES
Figure 9.1: Relationships among Leadership, Job Satisfaction, and Performance, Appendix
The flowchart shows that leader behavior, with proper use of motivational techniques, can either lead to follower performance or follower motivation, satisfaction, and engagement. Follower performance can lead to customer satisfaction and loyalty, which in turn lead to unit or team effectiveness. Unit or team effectiveness will also lead to follower motivation, satisfaction, and engagement. Follower motivation, satisfaction, and engagement has three outcomes: follower retaliation, follower turnover, or organizational citizenship behaviors. Organizational citizenship behaviors will once again lead to follower performance, customer satisfaction and loyalty, and unit or team effectiveness, which would lead back to follower motivation, satisfaction, and engagement.
Jump Back to Figure 9.1: Relationships among Leadership, Job Satisfaction, and Performance
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Maslow’s Hierarchy of Needs, 2, Appendix
This SmartArt contains a large triangle with no text. Five rectangular boxes are placed over the right side of the triangle. Starting from the bottom, the rectangles are labeled physiological needs, safety needs, belongingness and love needs, esteem needs, and self-actualization needs.
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Needs That Drive Employees Who Perform Non-Routine Work, Appendix
The slide contains three rectangular boxes placed in two rows. In row 1, the boxes are labeled autonomy and mastery. In row 2, the box is labeled meaning.
Jump back to Needs That Drive Employees Who Perform Non-Routine Work
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