Matakuliah
Tahun
: L0244 – Psikologi Kepemimpinan
: 2010
Motivation, Satisfaction, and Performance
Pertemuan 17 & 18
Introduction
• The ability to motivate others is a fundamental
leadership skill and has strong connections to
managerial incompetence.
• Variation in work output varies significantly across
leaders and followers.
• Creating highly motivated and satisfied followers
depends, most of all, on understanding others.
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Defining Motivation, Satisfaction, and
Performance
• Motivation: Anything that provides direction, intensity,
and persistence to behavior.
– Not directly observable; must be inferred from behavior.
• Performance:
Behaviors
directed
toward
the
organization’s mission or goals, or the products and
services resulting from those behaviors.
– Differs from effectiveness.
• Job Satisfaction: How much one likes a specific kind of job
or work activity.
– Related to organizational citizenship behaviors.
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Relationships between Leadership, Job
Satisfaction, and Performance
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Understanding and Influencing Follower Motivation
• Motivational theories are useful in certain situations but not
as applicable in others.
• Knowledge about different motivational theories helps
choose the right theory for a particular follower and situation.
– Often results in higher-performance and more satisfied
employees.
• Most performance problems can be attributed to unclear
expectations, skill deficits, resource/ equipment shortages,
or a lack of motivation.
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Eleven Motivational Approaches
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Need Theories
• Needs: Refer to internal states of tension or arousal,
or uncomfortable states of deficiency people are
motivated to change.
– Maslow’s Hierarchy of Needs theory
– Alderfer’s Expectancy-Relatedness-Growth (ERG) theory
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Maslow’s Hierarchy of Needs
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Concluding Thoughts on Need Theories
• Leaders should start by determining if follower’s lowerlevel needs are being satisfied.
• These theories do not make specific predictions about
what an individual will do to satisfy a particular need.
• Awareness of general nature of various sorts of basic
human needs seems fundamentally useful to leaders.
– Basic, fundamental areas need to be addressed first.
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Individual Differences in Motivation
• Assumes people differ in key personality traits, work values,
and the work they like to do.
• Concluding thoughts on individual differences in motivation:
– Ensure that followers exert needed effort for task
accomplishment by selecting individuals already high in these
motives.
– To determine what followers find to be intrinsically motivating,
simply ask them what they like to do.
– By reassigning work according to values and intrinsic interests,
leaders may be able to get higher-quality work and have more
satisfied employees.
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Key Work Values and Motivational Strategies
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Cognitive Theories
• Goal setting: Goals are the
determinants of task behavior.
most
powerful
– Pygmalion Effect
– Golem Effect
• Expectancy theory: Assumes that people act in ways
that maximize their expectations of attaining valued
outcomes.
– Effort-to-performance expectancy
– Performance-to-outcome expectancy
– Valence
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An Example of Expectancy Theory
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Cognitive Theories (continued)
• Equity theory: Assumes that people value fairness in
leader–follower exchange relationships.
– Followers presumably reach decisions about equitable
relationships by assigning values to four elements.
• Self-efficacy: Concerns one’s core beliefs about being able
to successfully perform a given task.
– Positive self-efficacy
– Negative self-efficacy
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Concluding Thoughts on Cognitive
Theories of Motivation
• All four cognitive theories assume that changing
followers’ thoughts will help them engage in particular
tasks and activities.
• Leaders can influence followers’ motivational levels by:
– Clearly articulating expected outcomes.
– Clarifying the links between efforts and rewards.
– Providing training, coaching, and feedback to followers.
• Cognitive theories place a strong premium on leader–
follower communication.
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Situational Approaches
• Operant Approach:
–
–
–
–
–
Reward
Punishment
Contingent rewards or punishments
Noncontingent rewards and punishments
Extinction
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Situational Approaches
(continued)
• Operant principles:
– Clearly specify what behaviors are important.
– Determine if those behaviors are currently being punished,
rewarded, or ignored.
– Find out what followers actually find rewarding and punishing.
– Be wary of creating perceptions of inequity when administering
individually tailored rewards.
– Do not limit oneself to administering organizationally
sanctioned rewards and punishments.
– Administer rewards and punishments in a contingent manner
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whenever possible.
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Situational Approaches (continued)
• Empowerment:
– Top-down approach to delegation
– Bottom-up approach to delegation
• Macro psychological components:
– Motivation
– Learning
– Stress
• Micro components of empowerment:
– Self-determination
– Meaning
– Competence
– Influence
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Concluding Thoughts on Situational
Approaches to Motivation
• Leaders naively assume it is easier to change an
individual than it is to change the situation.
• Leaders can often see positive changes in followers’
motivation levels by restructuring work processes and
procedures.
– It can increase their latitude to make decisions and add
more meaning to work.
• If properly designed and administered, then in many
cases followers will successfully work through their
resistance.
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The Empowerment Continuum
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Understanding and Influencing
Follower Satisfaction
• Research has shown that satisfied workers are more likely to
continue working for an organization.
– More likely to engage in organizational citizenship behaviors.
• Dissatisfied workers: More likely to be adversarial in their
relations with leadership.
– May engage in diverse sorts of counterproductive behaviors.
• Employee turnover has the most immediate impact on
leadership practitioners.
– Functional turnover
– Dysfunctional turnover
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Why People Leave or Stay with
Organizations
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Global, Facet, and Life Satisfaction
• Three different types of items are typically found on a
job satisfaction survey:
– Global satisfaction
– Facet satisfaction
– Life satisfaction
• Other important findings include:
– Hierarchy effect
– Life satisfaction
• Survey results are most useful when they can be
compared with those from some reference group.
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Typical Items on a Satisfaction Questionnaire
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Results of a Facet Satisfaction Survey
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Theories of Job Satisfaction
• Affectivity: Refers to one’s tendency to react to stimuli in a
consistent emotional manner.
– Negative affectivity
– Positive affectivity
• Hezberg’s Two-Factor Theory
– Motivators
– Hygiene factors
• Organizational Justice
– Interactional justice
– Distributive justice
– Procedural justice
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Motivators and Hygiene Factors of
the Two-Factor Theory
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Herzberg’s Two-Factor Theory
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Summary
• Performance and motivation are not the same thing.
• People often have varying levels of satisfaction for different
aspects of their jobs.
• Many of the approaches to understanding motivation have
distinct implications for increasing performance and
satisfaction.
• Followers, as well as leaders are more likely to have positive
attitudes about work if they believe that what they do is
important and that the reward and disciplinary systems are
fair and just.
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Reference
•
Hughes., Ginnett., & Curpy. (2009). Leadership: Enhancing
The Lesson of Experience. 6 eds. McGraw-Hill. Boston.
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