Module 5 Leading Section 2 Motivating and rewarding

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Module 5: Leading Section 2: Motivating and rewarding employees

Module 5: Leading Section 2: Motivating and rewarding employees

Learning objectives • Describe the motivation process • Define needs and explain the hierarchy

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

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

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

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

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

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

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 •

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

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

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

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

Skill Variety Task Identity The Job Characteristics Model Task Significance Autonomy Feedback

Examples of High and Low Job Characteristics • High variety • Low variety Examples

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

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

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

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

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

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.

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

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

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

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

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

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 . . .

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

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

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

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

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

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

Emerging approach to leadership • Charismatic leadership • Visionary leadership • Transactional and transformational leadership

Charismatic Leadership • Self-confidence • Vision and articulation • Strong convictions • Extraordinary behavior

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

Visionary Leadership Explain the Vision Express the Vision Extend the Vision

Transactional Leaders Transformational Leadership Styles Motivation versus Inspiration

Transactional Leaders Transformational Leadership Styles Motivation versus Inspiration

Coaches Liaisons Team Leader Roles Conflict Managers Trouble. Shooters

Coaches Liaisons Team Leader Roles Conflict Managers Trouble. Shooters

What Is Trust? • Integrity • Competence • Consistency • Loyalty • Openness

What Is Trust? • Integrity • Competence • Consistency • Loyalty • Openness

Three Types of Trust Deterrence. Based Knowledge. Based Identification. Based

Three Types of Trust Deterrence. Based Knowledge. Based Identification. Based