day 3
Wildchild
9.LeadershipandEmployeePerformance.pptxLeadership and Employee Performance
1
1
Thinking Strategically Requires…
That agency managers understand the broad demographic trends that affect the present and future workforce….
It also involves understanding and respecting different perspectives that elected officials and administrative specialists bring to their work…
It also requires agency managers to have an understanding of theories of motivation as a building block for the competence needed to understand and influence employee performance.
“So what’s the difference between political and administrative viewpoints?”
I’m so glad you asked!
2
Characteristics of Politics and Administration
3
Politics
Values Responsiveness
Players Representatives
Administration
Values Efficiency
Players
Experts
Focus
Internal
Activity
Game
Activity
Problem Solving
Conversation
“What do you hear?”
Conversation
“What do you know”
Communicate VIA
Interests / Symbols
Communicate VIA Information, Money, people, things
Currency
Power
Currency
Knowledge
Dynamics
Conflict, compromise, Change, short-term
Dynamic
Harmony, cooperation, continuity, long-term
Focus
External
Psychological Contracts …
Because no organization can operate effectively without the competent communication among those who view matters from a different perspective, we need a type of psychological contract that will help one group understand the other…
A psychological Contract (much like a legal contract) is when two or more parties set out a number of expectations and obligations (a consensuses of behavior) that’s implemented in a working relationship while on the job.
The key to the success of this contract lies with the supervisor…
4
Explaining Employee Performance…. Equity Theory
Equity theory is a theory that attempts to explain relational satisfaction in terms of perceptions of fair/unfair distributions of resources within interpersonal relationships.
Considered one of the justice theories, it asserted that employees seek to maintain equity between the inputs that they bring to a job and the outcomes that they receive from it against the perceived inputs and outcomes of others.
The belief is that people value fair treatment which causes them to be motivated to keep the fairness maintained within the relationships of their co-workers and the organization.
The structure of equity in the workplace is based on the ratio of inputs to outcomes.
Inputs are the contributions made by the employee for the organization.
Outcomes are defined as the positive and negative consequences that an individual perceives a participant has incurred as a consequence of his/her relationship with another.
Outputs can be both tangible and intangible.
5
Explaining Employee Performance…. Expectancy Theory
Expectancy theory proposes that an individual will decide to behave or act in a certain way because they are motivated to select a specific behavior over other behaviors due to what they expect the result of that selected behavior will be.
In essence, the motivation of the behavior selection is determined by the desirability of the outcome.
However, at the core of the theory is the cognitive process of how an individual processes the different motivational elements.
This is done before making the ultimate choice.
The outcome is not the sole determining factor in making the decision of how to behave.
Expectancy theory is about the mental processes regarding choice, or choosing
It explains the processes that an individual undergoes to make choices.
6
The Relationship Between Value and Quality
What makes “Value” is the Quality of the Opinion attached to the object or objective under consideration….
When the Opinion is anchored in a learning, focused mission, and nurturing community culture there is a strong correlation between the quality of job performance of the public employee and those ethical standards that guide both the public manager and the stakeholders they serve…..
7
Object or Objective
Opinion
Value
Other Useful Theories of Motivations…
Both equity and expectancy theories speak to our understanding of employee performance by focusing our attention in part on the willingness of employees to perform and their ability to perform…
Maslow’s Hierarchy of needs…
Is often portrayed in the shape of a pyramid with the largest, most fundamental levels of needs at the bottom and the need for self-actualization at the top.
Herzberg’s Motivator – hygiene Theory …
The two-factor theory states that there are certain factors in the workplace that cause job satisfaction, while a separate set of factors cause dissatisfaction
Need theory, is a motivational model (by McClelland) that attempts to explain how the needs for achievement, power, and affiliation affect the actions of people from a managerial context.
He stated that we all have these three types of motivation regardless of age, sex, race, or culture.
The type of motivation by which each individual is driven derives from their life experiences and the opinions of their culture.
8
Maslow's Hierarchy of Needs / Alderfer’s ERG
Maslow's hierarchy of needs is a theory in psychology proposed by Abraham Maslow in his 1943 paper "A Theory of Human Motivation" in Psychological Review. Maslow subsequently extended the idea to include his observations of humans' innate curiosity.
His theories parallel many other theories of human developmental psychology, some of which focus on describing the stages of growth in humans.
Maslow used the terms "physiological", "safety", "belongingness" and "love", "esteem", "self-actualization", and "self-transcendence" to describe the pattern that human motivations generally move through.
Alderfer further developed Maslow's hierarchy of needs by categorizing the hierarchy into his ERG theory (Existence, Relatedness and Growth).
The existence group is concerned with providing the basic material existence requirements of humans. They include the items that Maslow considered to be physiological and safety needs.
The second group of needs is those of relatedness – the desire people have for maintaining important interpersonal relationships. These social and status desires require interaction with others if they are to be satisfied, and they align with Maslow's social need and the external component of Maslow's esteem classification.
Finally, Alderfer isolates growth needs: an intrinsic desire for personal development. These include the intrinsic component from Maslow's esteem category and the characteristics included under self-actualization.
9
Maslow's Hierarchy of Needs
Maslow used the terms "physiological", "safety", "belongingness" and "love", "esteem", "self-actualization", and "self-transcendence" to describe the pattern that human motivations generally move through.
10
Herzberg's motivation-hygiene theory
The two-factor theory (also known as Herzberg's motivation-hygiene theory) states that there are certain factors in the workplace that cause job satisfaction, while a separate set of factors cause dissatisfaction.
It was developed by psychologist Frederick Herzberg, who theorized that job satisfaction and job dissatisfaction act independently of each other
Motivators (e.g. challenging work, recognition for one's achievement, responsibility, opportunity to do something meaningful, involvement in decision making, sense of importance to an organization) that give positive satisfaction, arising from intrinsic conditions of the job itself, such as recognition, achievement, or personal growth, and
Hygiene factors (e.g. status, job security, salary, fringe benefits, work conditions, good pay, paid insurance, vacations) that do not give positive satisfaction or lead to higher motivation, though dissatisfaction results from their absence.
The term "hygiene" is used in the sense that these are maintenance factors.
These are extrinsic to the work itself, and include aspects such as company policies, supervisory practices, or wages/salary.
Herzberg often referred to hygiene factors as "KITA" factors, which is an acronym for "kick in the ass", the process of providing incentives or threat of punishment to make someone do something.
11
Public Service Motivation
Public service motivation (PSM) is a theorized attribute of government employees that provides them with a desire to serve the public. PSM is influenced by a variety of extrinsic factors (social, political, institutional etc.) and, in time, those factors may lead to a change of the initial PSM of the individual.
They showed that if the extrinsic factors that act on the public servant are negative, PSM will influence the behavior of the individual for a period of time that is smaller than the professional career of that individual.
If the extrinsic factors are positive, the PSM can influence the behavior of the public servant during the entire career.
This period of time, when the PSM influence the activity of the individual is a period when the public servant is led by a certain “lyricism of the public service”, an “administrative romanticism”, by the altruistic wish to serve the community, the state, the nation or even the human kind, the inner need to identify the personal actions with the public interest.
Among the negative motivators are institutionalized values such as:
reutilization of behaviors and skepticism about the value of the particular bureaucracy's effectiveness in promoting the public good;
budget maximizing and "empire building" behavior.
This theory help explains why some people choose careers in the government and non-profit sectors despite the potential for more financially lucrative careers in the private sector
12
Organizing for Productivity….
Total Quality Management
Job Enrichment
Work / Life Balance
Teamwork and Collaboration
13
Mager’s Performance Analysis
14
Summary
Elected officials, managers, supervisors, and human resource specialists have a significant influence on employee performance.
Within the parameters set by legislators and chief executives, human resource systems must be developed that make the fullest use of employee motivation and capabilities.
This requires an understanding of what employees need to perform well (such as adequate skills, clear instructions, feedback, and rewards).
The external focus of political leaders often deflects their concern for the impact of policy compromises on human resource management within public organizations.
Equity theory and expectancy theory provide a useful framework to understand the links between performance and motivation and job satisfaction, as well as
diagnostic tools for implementing techniques and methods and for understanding how and why organizational members are responding as they do to higher-level policy and managerial decisions.
Those responsible for improving employee effort and performance must be willing to experiment with new approaches and to know how to evaluate their effectiveness in employee performance.
The psychological contract is a concept that can be used to help explore differences that may be affecting the performance of an employee or workgroup.
Tomorrow’s organization with increased specialization, downsizing, collaborative work, and pay for performance all add challenges and anxiety to the work of elected and appointed executives, managers, supervisors, and employees.
Organizing work in this type of environment of change highlights the importance of an organization and its members
who are capable of dealing with the resultant ambiguity
and who are willing and able to learn from their organizational experiences
and make personal and organizational changes based on that learning.
16
