Chapter9FollowerMotivationCopyright?2022McGraw-HillEducation.Allrightsreserved.NoreproductionordistributionwithoutthepriorwrittenconsentofMcGraw-HillEducation.ChapterOutlineIntroductionDefiningmotivation,satisfaction,engagement,performance,andeffectivenessUnderstandingandinfluencingfollowermotivationIntroduction1Pollsestimatethatifcompaniescouldget3.7percentmoreworkoutofeachemployee,theequivalentof18moreminutesofworkforeacheight-hourshift,thegrossdomesticproductintheUnitedStateswouldswellby355billiondollars,twicethetotalGDPofGreece.TheGallupOrganization.Introduction2Theabilitytomotivateothersisafundamentalleadershipskillandhasstrongconnectionstobuildingcohesive,goal-orientedteamsandgettingresultsthroughothers.Variationinworkoutputvariessignificantlyacrossleadersandfollowers.Creatinghighlymotivatedandsatisfiedfollowersdependsmostlyonunderstandingothers.DefiningMotivation,Satisfaction,andPerformance1Motivation:Anythingthatprovidesdirection,intensity,andpersistencetobehavior.Mustbeinferredfrombehaviorasitisnotobservable.Performance:Behaviorsdirectedtowardafirm’smissionorgoalsortheproductsandservicesresultingfromthosebehaviorsDiffersfromeffectiveness,whichinvolvesmakingjudgmentsabouttheadequacyofbehaviorwithrespecttocertaincriteria.Anadequatelevelofmotivationmaybeanecessarybutinsufficientconditionforperformanceandeffectiveness.DefiningMotivation,Satisfaction,andPerformance2Jobsatisfaction:Howmuchonelikesaspecifickindofjoborworkactivity.Satisfiedworkersengageinorganizationalcitizenshipbehaviors.Organizationalcitizenshipbehaviors:Behaviorsnotdirectlyrelatedtoone’sjobbuthelpfultoothersatwork.Employeeengagementhasreplacedjobsatisfactionoverthepastfewyears.Employeeengagement:Extenttowhichpeopleareabsorbedwith,committedto,andenthusiasticabouttheirassignedworktasks.Formofproductivity.Thebestleadersmaybethosewhocanmotivateworkerstoperformatahighlevelwhilemaintaininganequallyhighlevelofemployeeengagementandjobsatisfaction.Figure9.1:RelationshipsamongLeadership,JobSatisfaction,andPerformanceAccessthetextalternativeforslideimages.UnderstandingandInfluencingFollowerMotivationMotivationaltheoriesareusefulincertainsituationsbutnotasapplicableinothers.Leaderswhoknowaboutdifferentmotivationaltheoriesaremorelikelytochoosetherighttheoryforaparticularfollowerandsituation.Choosingthebesttheorymayresultinhigher-performingandmoresatisfiedandengagedemployees.Mostperformanceproblemscanbeattributedtounclearexpectations,skilldeficits,resourceorequipmentshortages,oralackofmotivation.Leadershavethemostdifficultyinrecognizingandcorrectingmotivationproblems.FiveMotivationalApproachesTheoryorApproachMajorThemesofCharacteristicsMotivesorneedsSatisfyneedstochangebehaviorAchievementorientationPossesscertainpersonalitytraitsGoalsettingSetgoalstochangebehaviorOperantapproachChangerewardsandpunishmentstochangebehaviorEmpowermentGivepeopleautonomyandlatitudetoincreasetheirmotivationforworkMotives:HowDoNeedsAffectMotivation?Needs:Internalstatesoftensionorarousal,oruncomfortablestatesofdeficiencythatpeoplearemotivatedtochange.Ifneedsarenotmet,peopleengageincertainbehaviorstosatisfythem.Leadershippractitionerscangetfollowerstoengageinandpersistwithcertainbehaviorsbycorrectlyidentifyingandfulfillingtheirneeds.Maslow’sHierarchyofNeeds2Mostwell-knowntheory.Maslowpositedthatpeopleweremotivatedbyfivebasicneeds:Needtosurvivephysiologically.Needforsecurity.Needforaffiliation(thatis,belongingness).Needforself-esteem.Needforself-actualization.Maslow’sHierarchyofNeeds3Doesnotmakespecificpredictionsaboutwhatanindividualwilldotosatisfyaparticularneed.Formostfollowers,theneedsforsurvival,security,andaffiliationarelargelysatisfied.Toboostmotivation,performance,andeffectiveness,leadersshouldfocusonhelpingfollowerssatisfytheirself-esteemandself-actualizationneeds.NeedsThatDriveEmployeesWhoPerformNon-RoutineWorkAutonomy.Concernedprimarilywithmakingchoices.Keyfactorinthegigeconomy.Mastery.Helpingfollowersdevelopthoseskillsthatwillenablethemtoperformathigherlevels.Leadersneedtosetclearexpectationsforjobperformance,assessthecapabilitiesoffollowers,andthenprovidethetrainingneededtoacquireandimprovecriticalskills.Meaning.Workerswantingtoworkonthingsthatmakeadifference.AchievementOrientation1Atkinsonproposedthataperson’stendencytoexertefforttowardtaskaccomplishmentdependspartlyonthestrengthofhisorhermotivationtoachievesuccess.Hecalleditachievementorientation.McClellandfurtherdevelopedAtkinson’sidea.Saidthatindividualswithastrongneedforachievementstrivetoaccomplishsociallyacceptableendeavorsandactivities.Maintainedthatdifferencesinachievementorientationareaprimaryreasonwhypeopledifferinthelevelsofefforttheyexerttoaccomplishassignments,objectives,orgoals.AchievementOrientation2ComponentoftheFiveFactorModelorOCEANmodelofpersonalitydimensionofconscientiousness.Keysuccessfactorforpeoplewhoadvancetothehighestlevelsoforganizations.GoalSetting1Involvessettingclearperformancetargetsandhelpingfollowerscreatesystematicplanstoachievethem.AccordingtoLockeandLatham,goalsarethemostpowerfuldeterminantsoftaskbehaviors.Goalsdirectattention,mobilizeeffort,andhelppeopledevelopstrategiesforachievementandcontinueexertingeffortuntilgoalsareachieved,whichleadstohighergoals.GoalSetting2LockeandLathamidentifiedthefollowingcommonaspectsofgoalsetting:Goalsthatwerebothspecificanddifficultresultedinconsistentlyhighereffortandperformancewhencontrastedto"doyourbest"goals.Goalcommitmentiscritical.Followersexertedthegreatesteffortwhengoalswereaccompaniedbyfeedback.GoalSetting3Aleader’simplicitandexplicitexpectationsaboutgoalaccomplishmentcanaffecttheperformanceoffollowersandteams.Pygmalioneffect:Occurswhenleadersexpresshighexpectationsforfollowers.Expectationsalonecanleadtohigher-performingfollowersandteams.Golemeffect:Occurswhenleadershavelittlefaithintheirfollowers’abilitytoaccomplishagoal.Expectationsresultinaself-fulfillingprophecyandlowperformance.Leaderswantingtoimproveindividualorteamperformanceshouldsethighbutachievablegoalsandexpressconfidencethattheirfollowerscangetthejobdone.TheOperantApproach1Utilizesthefollowingmethodstochangethedirection,intensity,orpersistenceofbehavior:Reward:ConsequencethatincreasesthelikelihoodthataparticularbehaviorwillberepeatedPunishment:AdministrationofanaversivestimulusorthewithdrawalofsomethingdesirabletodecreasethelikelihoodofrepeatingaparticularbehaviorContingentrewardsandpunishmentsareadministeredasconsequencesofaparticularbehaviorNoncontingent

rewardsandpunishmentsarenotassociatedwithparticularbehaviorsBehaviorsthatarenotrewardedmayeventuallybeeliminatedthroughtheprocessofextinction.TheOperantApproach2Usingoperantprinciplestoimprovefollowers’motivationandperformancerequiresthefollowingsteps:Clearlyspecifywhatbehaviorsareimportant.Determineifbehaviorsthatareimportantarecurrentlybeingpunished,rewarded,orignored.Findoutwhatfollowersfindrewardingandpunishing.Bewaryofcreatingperceptionsofinequitywhenadministeringindividuallytailoredrewards.Oneshouldnotbelimitedtoadministeringorganizationallysanctionedrewardsandpunishments.Administerrewardsandpunishmentsinacontingentmannerwheneverpossible.Empowerment1Definedashavingtwokeycomponents.Leaderswhowishtoempoweremployeesshoulddelegateleadershipanddecisionmakingdowntothelowestlevelpossible.Leadersshouldequipfollowerswiththeresources,skills,andknowledgenecessarytomakegooddecisions.Macropsychologicalcomponentsthatunderlieempowerment.Motivation.Learning.Stress.Empowerment2Microcomponentsofempowerment.Self-determination.Meaning.CompetenceInfluenceEmpoweredemployees:Havelatitudetomakedecisionsandarecomfortablemakingthesedecisions.Believewhattheydoisimportant.Areseenasinfluentialmembersoftheirteam.Empowerment3Leaderscanoftenseepositivechangesinfollowers’motivationlevelsbyrestructuringworkprocessesandprocedures.Canincreasetheirlatitudetomakedecisionsandaddmoremeaningtowork.Likelytoencountersomeresistancewhentheychangetheprocesses,procedures,andrewardsforwork.Leaderscanhelpfollowersworkthroughinitialresistancetonewprocessesandproceduresbyshowingsupport,providingtrainingandcoachingonnewskills,andcapitalizingonopportunitiestorewardprogressSummaryAleader’sactionscananddoaffectfollowers’motivationlevels.Motivation,performance,andeffectivenessshouldnotbeequatedbutshouldbetreatedasdifferentconcepts.Leadersshouldempowertheirteamswiththelatitudeneededtomaketimelydecisionswhenaccomplishingassignedtasks,andcoupledesiredrewardswiththeachievementofteamgoals.Followersneedtobemonitoredandusuallyneedfeedback,coaching,andsomekindofmotivationtoexhibittherightbehaviors.Leadersneedtobeabletodifferentiatebetweenhighandlowperformersandadministerrewardsinafairandtransparentmanner.EndofMainContentCopyright?2022McGraw-HillEducation.Allrightsreserved.NoreproductionordistributionwithoutthepriorwrittenconsentofMcGraw-HillEducation.AccessibilityContent:TextAlternativesforImagesFigure9.1:Relat