Led session4 presentation

Focus on the Followers

Human Resource Management DepartmentUniversity of Kelaniya

Leadership behavior makes satisfied followers.

Satisfied followers makes organizational citizenship behavior.

Accomplishment of common goal.

Relationship between Leadership, Motivation, Job satisfaction and Performance

“Motivation means a process of stimulating people to action to accomplish desired goals.”

- William Scott- As against this, McFarland has defined it as

follows:- “ Motivation refers to the way urges, drives,

desires, aspirations, strivings, needs direct, control or explain the behavior of human beings.”

Definitions of Motivation

The psychological Process of Motivation An unsatisfied need creates tension that

stimulates drives with in individuals. These drives generate a search behavior to find particular goals that , if attained, will satisfy the need and lead to the reduction of tension.

Motivation Process

Need Theories Cognitive Theories Individual Difference Situational Theories

Motivational Approaches

Major theme is to Satisfy needs to change behavior.

Maslow’s hierarchy of needs

Alderfer’s ERG theory

Need Theories

The hierarchy of needs Theory

Unsatisfied need drives towards the behavior

Satisfied need is no longer working as a motivational factor

Lower level needs should be fulfilled to raise the higher level needs

Principles of needs theory

Existence Needs Relatedness Needs Growth Needs

ERG Theory ( By Clayton Alderfer)

Characteristics of Goals

Goals should be specific Goals should be attainable but challenging Goals require commitment Goals require feedback

Goal setting Theory ( Locke & Latham)

Goal-Setting Theory (Edwin Locke)

Goal-Setting Theory

The theory that specific and difficult goals, with feedback, lead to higher performance.

Self-EfficacyThe individual’s belief that he or she is capable of performing a task.

Factors influencing the goals–performance relationship:

Goal commitment, adequate self-efficacy, task characteristics, and national culture.

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Equity Theory

Referent Comparisons:

Self-inside

Self-outside

Other-inside

Other-outside

Referent Comparisons:

Self-inside

Self-outside

Other-inside

Other-outside

Equity Theory

Individuals compare their job inputs and outcomes with those of others and then respond to eliminate any inequities.

Equity Theory (cont’d)

Expectancy TheoryExpectancy Theory (Victor Vroom)

The strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual.

6–15

Expectancy Theory Relationships

Effort–Performance Relationship◦ The probability that exerting a given amount of

effort will lead to performance. Performance–Reward Relationship

◦ The belief that performing at a particular level will lead to the attainment of a desired outcome.

Rewards–Personal Goals Relationship◦ The degree to which organizational rewards satisfy

an individual’s goals or needs and the attractiveness of potential rewards for the individual.

Achievement Orientation Values Intrinsic Motivation

Individual differences in Motivation

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nPow

nAff

Three Needs theory ( David McClelland)

Need for achievementNeed for powerNeed for affiliation

Operant Approach Rewards Punishment Extinction

Situational Approach

1. Leadership practitioners need to clearly specify what behaviors are important.

2. Leadership practitioners need to determine if those behaviors are currently being punished, rewarded or ignored.

3. Leadership practitioners need to find out what followers actually find rewarding and punishing.

4. Leadership practitioners need to be wary of creating perceptions of inequity when administering individually tailored rewards.

5. Leadership practitioners should not limit themselves to administering organizationally sanctioned rewards and punishments.

Implementation of an Operant system

Empowerment having two key components.

For leaders to truly empower employees, they must delegate leadership and decision making down to the lowest level possible.

Secondly equipping followers with resources, knowledge and skills necessary to make good decisions.

Empowerment

Empowered Employees Underpowered Employees

Self determined Other determine

Sense of Meaning Not sure if what they do is important

High Competence Low competence

High Influence Low influence

The empowerment Continum

Why do People Leave Organizations

Limited recognition and praise Compensation Limited Authority Personal Conflicts

Understanding and Influencing followers satisfaction

Why Do People stay with Organizations

Promises of long-term employment Supports training and education Hires/keeps hard-working, smart people Encourages fun, collegial relationships

Two factor Theory Organizational Justice

Theories of job Satisfaction

Hygiene factors Motivational Factors

Present mid point Present Satisfaction

Dissatisfaction

Two factor theory ( Motivation – hygiene theory)

Hygiene Factors Motivators

Supervision Achievement

Working conditions Recognition

Co-workers The work itself

Pay Responsibility

Policies/Procedures Advancement & Growth

Job Security

Two Factor Theory

1. Overall, I am satisfied with my job.2. I feel the workload is about equal for everyone in the

organization.3. My supervisor handles conflicts well.4. My pay and benefits are comparable to those in other

organizations.5. There is a real future for people in this organization.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.

Typical Items on a satisfaction Questionnaire

Organizational JusticeDistributive Justice

Perceived fairness of the amount and allocation of rewards among individuals.

Procedural Justice

The perceived fairness of the process to determine the distribution of rewards.

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 peoples have about work.

In motivational theories Maslow’s hierachy of neds and Alderfer’s existence-relatdeness-growth (ERG) theory assume that people are motivated to satisfy a universal set of needs.

Summary

The other next 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.

Other theories of Goal setting , equity theory, self efficacy and expectancy theory examined motivation from a cognitive perspective.

Empowerment, operant approach examined motivation from a situational perspective.

Leadership practitioners likely will be more effective if they learn to recognize situation where various approaches or the insights particular to them, may be differently useful.

Leaders may also increases the satisfaction levels by giving followers more meaningful work and by treating them fairly.

Followers 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.