Chapter Motivation and Leadership

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Copyright ©2003 Prentice Hall, Inc. 8 - 1

Chapter 8

Motivating, Satisfying,

and Leading Employees




“A leader is best when people barely know

he exists, when his work is done… they will

say: We did it ourselves.”

~ Lao-Tzu, c. 600 B.C.

“Leadership is the art of getting someone

else to do something you want done

because he wants to do it.”

~ Dwight D. Eisenhower, 1890 - 1969




Key Topics

Psychological contracts in the workplace

Job satisfaction and employee morale

Theories of employee motivation

Job satisfaction and employee motivation

Managerial styles of leadership




Psychological Contract A Set of Employment Expectations

Contributions:

What does each employee expect to contribute to

the organization?

Inducements:

What will the organization provide to eachemployee in return?




Satisfied Employees Are More

Productive and More Committed

Job Satisfaction:

Degree of enjoyment employees

derive from doing their jobs

High Morale:

An overall positive employee

attitude toward the workplace

Low Turnover:

A low percentage of employees

leave each year

M O R A L E

T U R N O V

E R T

U R N O V E R

M O R A L E




Highly Motivated Employees Are

Critical to Business Success

Classical

Behavior: The Hawthorne Studies

Contemporary

Motivation:

The set of forces that cause people to behave in

certain ways


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The Human Resources ModelTheory X and Theory Y

Theory X

People are lazy.

People lack ambition anddislike responsibility.

People are self-centered.

People resist change.

People are gullible and

not very bright.

Theory Y

People are energetic.

People are ambitious andseek responsibility.

People can be selfless.

People want to contributeto business growth andchange.

People are intelligent.



Maslow’s Hierarchy of Needs

Self-Actualization

Needs

Esteem Needs

Social Needs

Security Needs

Physiological Needs

General

Examples

Organizational

Examples

Self-Fulfillment Challenging JobSelf-Actualization

NeedsStatus Job TitleEsteem Needs

Friendship Friends at Work Social Needs

Stability Pension PlanSecurity Needs

Shelter SalaryPhysiological Needs



Hygiene Factors

• Supervisors

• Working Conditions

• Interpersonal Relations

• Pay & Security

• Company Policies &

Administration

Motivation Factors

• Achievement

• Recognition

• The Work Itself

• Responsibility

• Advancement & Growth

Two Factor Theory

Dissatisfaction Satisfaction



Expectancy Theory

Effort-

PerformanceIssue

Performance-

RewardIssue

Rewards-

PersonalGoals Issue

IndividualEffort

IndividualPerformance

OrganizationalRewards

PersonalGoals



Equity Theory

Employees evaluate their treatment relative tothe treatment of others

Inputs: Employee contributions to their jobs

Outputs: What employees receive in return

The perceived ratio of contribution to returndetermines perceived equity



Strategies for Enhancing Job

Satisfaction and Morale

Reinforcement/behavior modification

Management by objectives

Participative managementand empowerment

Job enrichment and jobredesign

Modified work schedules



Identifying

Resources

Counseling

Setting

Verifiable Goals

& Clear Plans

Meeting

Management by ObjectivesCollaborative Goal-setting

Collaborative

Goal Setting &

Planning

Communicating

Organizational

Goals & Plans

Periodic

ReviewEvaluation



Participative Management

and Empowerment

Increasing job satisfaction by

encouraging participation

Team management representsa growing trend



Job Enrichment and Job Redesign

Job Enrichment: Adding one or more motivating

factors to job activities

Job Redesign: Designing a better fit between

workers and their jobs

Combining tasks

Forming natural work groups

Establishing client relationships



Work share programs

Flextime programs and

alternative workplace

strategies

Telecommuting and

virtual offices

Modified Work Schedules



The process of

motivating others

to work to meet

specific objectives

Managerial Leadership



Challenge the process

Inspire a shared vision

Enable others to act

Model the way

Encourage the heart

Five Fundamental Leadership Practices

Source: www.theleadershipchallenge.com



Leadership at General Electric“Four E’s of GE Leadership”

A high energy level

The ability to energize others around common

goals

The edge to make tough decisions

The ability to consistently execute and deliver on promises

Source: Jack Welch Tells It Straight from the Gut , Anderson Assets, Winter 2002



Managerial Styles

Contingency ApproachThe appropriate style in any situation is contingent

on the unique elements of that situation

Autocratic Style

Democratic Style

Free-rein Style



8 21

Motivation and Leadership in the

Twenty-first Century

Motivation

Security and pay are no

longer enough

Leadership

“Coach” mentality Diversity

Flexibility

Chapter Motivation and Leadership

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