11/16/2016

LEADERSHIP TOPIC

MOTIVATION, SATISFACTION AND PERFORMANCE

Date: 23rd Oct 2016 Presented by

Bajrang, Naresh, Rohit and Subhasis

Agenda

Focus is on followers
Relationship between Motivation, Job Satisfaction and Performance

The eight theories leader can apply

The five theories of Motivation
The three theories of Job Satisfaction
Mini Case

1
 11/16/2016

Focus is on Followers

How some leaders can get followers to go

Leadership above and beyond the call of duty?
Are more motivated workers also more satisfied
workers?

What is the relationship between

Followers Situation motivation, Satisfaction and Performance?
How leader can enhance motivation and satisfaction
of the followers?

Relationship between Motivation, Job Satisfaction

and Performance
Anything, that provides direction,
Motivation Job
Leadership

intensity and persistence to behavior Motivation Satisfactio

n

Job How much one likes a job activity Situation

Satisfaction and
Others

Resulting products/services toward the

Performance goal

Performance

? Low job satisfaction but high performance

? High job satisfaction but low performance

2
 11/16/2016

The theories leader can apply

1. Maslows hierarchy of needs Needs to be satisfied in an orderly fashion
Motivation

2. Achievement oriented Personality

Job Satisfaction

3. Goal setting Set clear goals

4. Operant approach Rewards and punishments

5. Empowerment Training, trust and time

6. Affectivity Personality positive or negative

7. Herzbergs two factor theory Hygiene factors (negative) and Motivators

8. Organizational justice Fairness in the organization

1. Maslows Hierarchy of Needs

Maslows hierarchy of needs 5. Self Creativity
1 Actualiza
tion Achieving individual potential
Achievement oriented
2
Achievements, respect from
Goal setting 4. Esteem others
3
Operant approach
4 3. Friendship, family
Empowerment Belongingness
5
Affectivity negative Health, employment,
6 2. Security property
Herzbergs two factor theory
7
Food, home,
1. Physiological Needs sleeping
8 Fairness in the organization

Challenge/ Criticism:
Key points for the leaders:
The theory does NOT give specifics on what to do to
Five basic needs Leadership can engage to fulfill these
satisfy a particular need
needs
Hierarchy needs to be maintained. Addressing higher order Example:
needs will not help unless lower order needs are satisfied.
During 2008-2010 economic hard-time, workers switched
their focus on meeting the security need. Workers were
working longer hours than before.
6

3
 11/16/2016

2. Achievement Oriented
Developed by Atkinson and McClelland
Maslows hierarchy of needs
1 Some people are naturally hardwired for achievement
These people have fire in the belly
Achievement oriented
2 Prefers tasks with challenges
Goal setting
3
Operant approach
4
Empowerment
5
Affectivity negative
6
Herzbergs two factor theory
7
8 Fairness in the organization Set high goal; gets a kick by Prefers easy tasks
achieving tough goals

Challenges:
Key points for the leaders: Points to note that high achievers can get quickly demotivated
People with higher achievement orientation are likely to do when facing UNCLEAR or IMPOSSIBLE tasks
better So it is important to give clear and achievable (tough) goals
Leader should surround oneself with top talents, set clear
goals Quote: The best job goes to the person who can get it done
without passing the buck or coming back with excuses
- Nepoleon Hill (Author) 7

3. Goal Setting
Maslows hierarchy of needs
1 One of the most important aspect: Many researchers
worked on this subject.
Achievement oriented Locke and Latham:
2
1. Goals that are both specific and difficult resulted in
Goal setting consistently higher performance
3
2. Commitment towards the goals by followers is critical
Operant approach 3. Followers exerted greatest effort when goals are
4
accompanied by feedback
Empowerment
5
Balanced Scorecard by Kaplan and Norton
Affectivity negative
6
Peter Drucker: If you cannot measure it, then you cannot
Herzbergs two factor theory manage it.
7
Beware of conflicting goals
8 Fairness in the organization

Key points for the leaders:

Set up CLEAR performance target Challenges:
Help followers creating systematic plans to achieve them Setting up right goals and measuring is not easy
Get commitment from followers, Conflicting goal example: Goal set up on high Quality may
provide feedback on goal achievement result in low productivity
Create Balance score card
Setup measurement plan 8

4
 11/16/2016

4. Operant approach Reward: Results in repetition

Maslows hierarchy of needs Punishment: Deterrent
1
Achievement oriented Contingent reward or punishment: for a specific behavior
2 Non contingent reward or punishment: Not associated
Goal setting with particular behavior
3
Operant approach Operant Principles to follow:
4 1. Clearly specify what behavior is important
Empowerment 2. Determine if these behaviors are currently being
5 rewarded, punished or ignored
Affectivity negative 3. Understand WHAT the FOLLOWERS consider as
6 reward
Herzbergs two factor theory 4. Be careful not to create sense of inequality by being
7 clear and consistent with rewards and punishments
5. Consider social recognition apart from organizations
8 Fairness in the organization policies
6. Focus more on contingent rewards and punishments
Challenges:
We hope for We often reward Key points for the leaders:
Teamwork Individual achievement Many a times actions give different result than the
intention.
Commitment on quality Completion before schedule Follow the operant principles
Reporting honestly Reporting only good news
Long term goal Quarterly achievement (not aligned) 9

5. Empowerment
Maslows hierarchy of needs
1
The last but one of the most important approaches for motivation.
Achievement oriented
2 1. Top down: Delegation and accountability
2. Bottom up: Intelligent risk taking, growth, ownership.
Goal setting 3. Equipping Followers with resources, knowledge and skills
3 necessary to make decisions.
Operant approach
4 4. Empowerment needs training, Trust and Time
Empowerment
5
Affectivity negative
6
Herzbergs two factor theory
7
8 Fairness in the organization

Key points: Challenge/ Criticism:

This is in order from low to high. Unless lower order need This is in order from low to high. Unless lower order need
is fulfilled, higher order need wont be important is fulfilled, higher order need wont be important

Example: UPS employee ordered one extra aircraft to deliver

parcels for Christmas rush
10

5
 11/16/2016

6. Affectivity: Cup Half Empty or Half Full

Maslows hierarchy of needs What is Affectivity:
1
Affectivity refers to person tendency to react to
Achievement oriented
2 situation.
Goal setting
3 Positive Affectivity:
Operant approach Optimistic approach
4 Maintains positive outlook even in adverse situation
Consistently reacts positively to change, event or situation
Empowerment
5 Happy with life.
High on Job satisfaction.
Affectivity
6
Herzbergs Two Factor Theory Negative Affectivity:
7 Vice versa of Positive
Fairness in the organization
8

From a leaders perspective Implications at Work

Place:
Leaders Own affectivity can strongly influence followers morale (both
way)
Having large number of positive affectivity people in group would
result in different leadership experience.
11

7. Herzbergs Two Factor Theory

Maslows hierarchy of needs
1
Achievement oriented Research Method
2 Theory developed by conducting interview with
Goal setting Engineers and accountant about what satisfy
3 and dissatisfy them about their work.
Surprisingly list of satisfiers and dissatisfiers
Operant approach represent entirely different aspect of work
4
Empowerment
5
Affectivity negative
6
Herzbergs Two Factor Theory
7
8 Fairness in the organization

Criticism:
Key Points: Only two groups were interviewed.
Efforts directed towards improving hygine factor will not Job Satisfaction attributed to skill or efforts.
increase followers motivation of satisfaction. Dissatisfaction blamed due to things out of control.
For Enhancing Motivation, Motivators have to enhanched.
But still it has provided useful insight into followers.

12

6
 11/16/2016

8. Organization Justice: Does Fairness Matter?

Maslows hierarchy of needs Questions:
1
1. Do Employee feel that the process of reward and
Achievement oriented punishments are administered fairly?
2 2. Are the potential rewards/punishments commensurate with
Goal setting the performance? (has someone received too little or too
3 much)
Operant approach 3. Is reward/punishment system unbaised?
4
Empowerment Leaders to ensure all the answer should be Yes to improve Job
5 Satisfaction
Affectivity negative
6
Herzbergs two factor theory
7 Organization Justice:
Fairness in the organization Organizational Justice is a cognitive approach based on the premise that people who are
8 treated unfairly are less productive, satisfied and committed to organization.

Interactional Justice reflects degree to which people are given information on

reward/punishment system.
Distributive Justice concerns followers perceptions of weather reward/punishment
systems are commensurate.
Procedural Justice involve the process of Rewards and punishment systems are
monitored

13

Minicase: Initech versus Coffee Bean

Compay 1: Initech (fictional company): Company 2: Coffee Bean:
Peter is asked to meet experts to discuss on work
environment.
FISH philosophy: Training program that stress FUN AT
WORKPLACE
Companys work Environment:
Success is directly proportional to how busy you look. Principles:
Questioning authority is Taboo
Meticulous attention to Paperwork is only way to get PLAY Work that is made fun gets done
promoted.

MAKE THEIR DAY When you make someones day

through small act of kindness or engagement, you can
turn even routine encounter into special memories.

BE THERE Being there is Great way to practice

wholeheartedness and fight burnout

CHOOSE YOUR ATTITUDE When you learn you have

power to chose your response to what life brings, you can
look for the best and find opportunities you never
imagined possible.

So, where would you rather work?

14

7
 11/16/2016

15

THANK YOU

16