Chapter 9- Motivation, Satisfaction, and

PerformanceNVSC 210-502

LtCol J. D. Fleming16 October 2014

Fundamental aspect of leadership is getting results through others

Leaders who have dissatisfied followers or cannot motivate followers will have difficulty building teams and getting results

The more leaders know about motivation, satisfaction, and performance, the more likely they will be successful.

The Importance of Motivation, Satisfaction, and Performance

Motivation: Anything that provides direction, intensity, and persistence to behavior.◦ Not directly observable; must be inferred from behavior.

Performance: Behaviors directed toward the organization’s mission or goals, or the products and services resulting from those behaviors.◦ Differs from effectiveness

Job satisfaction: How much one likes a specific kind of job or work activity.

Organizational citizenship behaviors: Behaviors not directly related to one’s job that are helpful to others at work.

Definitions (370-372)

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.

What is my “leadership style”?

Do I change it to fit different situations and/or employees?

How do I measure if what I am doing is having the effect I want?

Self examination (Fleming)

Motivational theories and approaches provide leaders with a number of suggestions to get followers to engage in and persist with different behaviors

Leaders who are knowledgeable about different motivational theories are more likely to choose the right theory for a particular follower and situation.

Most performance problems are attributed to unclear expectations, skill deficits, resource/equipment shortages, or lack of motivation.

Understanding and Influencing Follower Motivation

Need Individual DifferenceCognitiveSituational

Motivational Theories

Needs refers to internal states of tension or arousal, or uncomfortable states of deficiency people are motivated to change. (Food, clothes, safety)

All people have basic needs and leaders can motivate followers by helping them satisfy their needs

Maslow’s Hierarchy of Needs◦ Pyramid diagram◦ Lower level needs must be satisfied first

Need Theories (377-379)

Alderfer’s Existence-Relatedness- growth (ERG) theory (Similar Maslow’s Hierarchy)

Realizes that most people attempt to satisfy more than one need at a time

Frustration Regression Hypothesis: failure to achieve a higher level need frequently causes emphasis on a lower level need

It is important for leaders to know which needs the followers need to have satisfied so that they can focus their efforts on those.

Need Theories (cont) (380-381)

Achievement Orientation◦ Expectation of success/achievement ◦ Demoralized when a task cannot be completed◦ Leaders need to set goals & provide resources

Values◦ Align work values to worker’s personal values

Intrinsic Motivation◦ Personal satisfaction / increased competence◦ People will work hard if they like what they are

doing

Individual Difference Theories (381-388)

Goal setting: Helping Followers see how a goal might be attained by following a systematic plan to achieve it◦ Pygmalion Effect- High expectations◦ Golem Effect- Low expectations

Expectancy theory◦ Motivated performance is the result of

conscious choice◦ People will do what they believe will provide

them the highest rewards

Cognitive Theories (389-398)

Equity Theory◦ Followers are motivated by the thought that their

efforts and rewards are equivalent to others’ efforts and rewards

◦ Any perception of inequality will cause tension and the perception of unfairness

Self Efficacy◦ Involves core beliefs about being able to successfully

perform a given task◦ Positive- people feel confident that they can accomplish◦ Negative- self-debilitating beliefs◦ Varies from one task to the next

Cognitive Theories (Cont) (389-398)

Operant Approach (Rewards and punishments) :◦ Clearly specify what behaviors are important◦ Determine if those behaviors are currently being

punished, rewarded, or ignored.◦ Find what followers see as rewarding and punishing◦ Administer both ensuring equity (Contingent when

possible) Empowerment (Delegation and Development) :

◦ Delegating responsibility from the top down◦ Followers grow and develop from the bottom up◦ Delegation without development = abandonment◦ Development without delegation = micromanagement

Situational Theories (400-405)

Address followers’ basic fundamental needs People differ individually when it comes to

what will motivate them Individuals have different goals, expectations,

and views of their own worth Rewards, punishments, and levels of

responsibility can be leveraged Leaders must recognize and utilize all of

these to make individuals and organizations successful

Table 9.1

Concluding Thoughts Theories (Fleming)

Affectivity

◦ A person’s tendency to react (Positive or Negative)◦ Some people are not satisfied no matter what you do◦ Leader affectivity has strong overall influence

Herzberg’s Two-Factor Theory◦ No matter how hard you try to improve hygiene, job

motivation/satisfaction will not increase◦ Just adequately satisfy hygiene, maximize

motivators

Three Theories of Job Satisfaction (417-422)

Hygiene Factors

SupervisionWorking conditionsCo-workersPayPolicies/proceduresJob security

Motivators

AchievementRecognitionThe work itselfResponsibilityAdvancement and growth

Organizational Justice - The overall fairness of an organization in all facets is related to job satisfaction

People who are treated fairly are more productive, satisfied, and committed to their organization. Interactional Justice reflects the degree to which

subordinates are treated with dignity and respect Distributive justice reflects belief that punishment/reward

are commensurate with action and fairly applied. Procedural justice concerns the process in which an award

or reward is administered

Three Theories of Job Satisfaction (Cont) (417-422)

Questions?