Module 5 Leading Section 2 Motivating and rewarding
- Slides: 38
Module 5: Leading Section 2: Motivating and rewarding employees
Learning objectives • Describe the motivation process • Define needs and explain the hierarchy of needs theory • Differentiate Theory X from Theory Y • Describe the motivation-hygiene theory and equity theory • Explain the key relationships in expectancy theory • Describe how managers can design individual jobs to maximize employee performance • Describe the effect of workforce diversity on motivational practices
Learning objectives (Contd. ) • Define leader and explain the difference between managers and leaders • Summarize the conclusions of trait theories of leadership • Be familiar with Fiedler contingency model • Describe the path-goal model of leadership • Explain situational leadership • Describe characteristics of charismatic leaders and visionary leaders • Explain four specific roles of effective team leaders • Identify five dimensions of trust
Motivation and individual needs • Motivation: the willingness to exert high levels of effort to reach organizational goals, conditioned by the effort’s ability to satisfy some individual needs • Need is defined as an internal state that makes certain outcomes appear attractive
The Motivation Process Unsatisfied Need Search Behavior Reduction of Tension Drives Satisfied Need
Classical theories of motivation • Maslow’s Hierarchy of Needs Theory • Theory X and Theory Y • Herzberg’s Two-factor Theory
Early theories of motivation Maslow’s Hierarchy of Needs Self Esteem Social Safety Physiological
Little Ambition Theory X Workers Dislike Work Avoid Responsibility Self-Directed Theory Y Workers Enjoy Work Accept Responsibility
Herzberg’s Two-Factor Theory Hygiene Factors • Quality of supervision • Salary and benefits • Company policies • Working conditions • Relations with others • Security and status High Job Dissatisfaction Motivators • Career advancement • Recognition • Work itself • Responsibility • Advancement • Growth 0 Job Satisfaction High
Contemporary theories of motivation • • Three-needs theory Equity theory Job characteristics model Expectancy theory
Need for Achievement (n. Ach) Theory of Needs Need for Power (n. Pow) Need for Affiliation (n. Aff) David Mc. Clelland
Equity Theory Ratio Comparison* Outcomes A < Inputs A Outcomes A Inputs A *Where Outcomes B Inequity (Under-Rewarded) Inputs B = Inputs A Outcomes A Employee’s Perception Outcomes B Equity Inputs B > Outcomes B Inequity (Over-Rewarded) Inputs B A is the employee, and B is a relevant other or referent.
Skill Variety Task Identity The Job Characteristics Model Task Significance Autonomy Feedback
Examples of High and Low Job Characteristics • High variety • Low variety Examples Skill Variety The owner-operator of a garage who does electrical repair, rebuilds engines, does body work, and interacts with customers A bodyshop worker who sprays paint eight hours a day Task Identity • High identity A cabinetmaker who designs a piece of furniture, selects the wood, builds the object, and finishes it to perfection • Low identity A worker in a furniture factory who operates a lathe to make table legs Task Significance • High significance Nursing the sick in a hospital intensive-care unit • Low significance Sweeping hospital floors Autonomy • High autonomy A telephone installer who schedules his or her own work for the day, and decides on the best techniques for a particular installation • Low autonomy A telephone operator who must handle calls as they come according to a routine, highly specified procedure Feedback • High feedback An electronics factory worker who assembles a radio and then tests it to determine if it operates properly • Low feedback An electronics factory worker who assembles a radio and then routes it to a quality control inspector who tests and adjusts it
The Job Characteristics Model Core Job Dimensions Skill variety Task identity Task significance Critical Psychological States Experienced meaningfulness of the work Autonomy Experienced responsibility for outcomes of the work Feedback Knowledge of the actual results of the work activities Employee Growth Need Strength Personal and Work Outcomes High internal work motivation High-quality work performance High satisfaction with the work Low absenteeism and turnover
The Motivating Potential Score Motivating = Potential Score (MPS) Skill + Task X Autonomy X Feedback Variety Identity Significance High MPS Increases 3 Motivation Performance Satisfaction and Decreases Absence Turnover
Expectancy Theory Individual Effort 1 Individual Performance 2 Organizational Rewards 3 1. Effort-performance relationship 2. Performance-rewards relationship 3. Rewards-personal goals relationship Individual Goals
An Integrative Model of Motivation High n. Ach Ability Task complexity Individual Effort Individual Performance Objective Performance Evaluation System Equity Comparison O O IA IB Organization Rewards Reinforcement Goals Direct Behavior Personal Goals Dominant Needs
Leaders and leadership • Leaders are people who are able to influence others and who possess managerial authority • Leadership is an influence process; therefore, leaders are people who, by their actions, encourage a group of people to move toward a common or shared goal.
Trait Theories of Leadership Ambition and Energy Desire to Lead Honesty and Integrity Self. Confidence Intelligence Job-Relevant Knowledge
Behavioral approach to leadership • Behavioral theories of leadership • Ohio State University studies • The University of Michigan studies
Continuum of Leader Behavior Manager sells decision Autocratic Consultative Manager presents ideas Manager presents tentative decision Participative Democratic Employees make decision Laissez-faire Employee-Centered Leadership Boss-Centered Leadership Manager makes decision
Formal Studies of Behavioral Styles Ohio State Initiating Structure Consideration University of Michigan Employee-Orientation Production-Orientation
The Managerial Grid 1 (1, 9) (9, 9) Concern for People 2 3 4 (5, 5) 5 6 7 8 9 (9, 1) (1, 1) 1 2 3 4 5 6 Concern for Production 7 8 9
Contingency approach to leadership • • Fiedler model Path-goal theory Leader-participation model Situational leadership
Fiedler’s LPC Scale 8 7 6 5 4 3 2 1 . . . . . . . . . . . . . …. Pleasant Friendly Rejecting Helpful Unenthusiastic Tense Distant Cold Cooperative Supportive Boring Quarrelsome Self-assured Efficient Gloomy Open . . . . . . . . . . . . . …. Unpleasant Unfriendly Accepting Frustrating Enthusiastic Relaxed Close Warm Uncooperative Hostile Interesting Harmonious Hesitant Inefficient Cheerful Guarded
Findings of the Fiedler Model High Performance People-Oriented Task-Oriented Low Favorable Moderate Unfavorable I III IV V VI VIII II • Category • Leader-Member. Good Poor Relations • Task Structure High Low Low • Position Power. Strong Weak
The Path-Goal Theory Environmental Situational Factors Leader Behavior Outcomes Subordinate Situational Factors
Leader Participation Model Employee Involvement Continuum Increased Leader Control 1 2 3 4 Increased Employee Involvement 5
Contingency Variables in the Revised Leader. Participation Model Quality Requirement Commitment Requirement Leader Information Problem Structure Commitment Probability Goal Congruence Employee Conflict Employee Information Time Constraint Geographic Dispersion Motivation Time Motivation Development
The Situational Leadership Model Relationship Behavior High relationship and low task Low relationship and low task Style of Leader S 3 S 2 Participating Selling Delegating Telling Task Behavior S 4 High S 1 Moderate High task and high relationship High task and low relationship Low R 4 R 3 R 2 R 1 Able and willing Able and unwilling Unable and Willing Unable and unwilling
Emerging approach to leadership • Charismatic leadership • Visionary leadership • Transactional and transformational leadership
Charismatic Leadership • Self-confidence • Vision and articulation • Strong convictions • Extraordinary behavior • Image as a change agent • Environmental sensitivity
Visionary Leadership Explain the Vision Express the Vision Extend the Vision
Transactional Leaders Transformational Leadership Styles Motivation versus Inspiration
Coaches Liaisons Team Leader Roles Conflict Managers Trouble. Shooters
What Is Trust? • Integrity • Competence • Consistency • Loyalty • Openness
Three Types of Trust Deterrence. Based Knowledge. Based Identification. Based
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