Académique Documents
Professionnel Documents
Culture Documents
The Boss-Subordinate
Relationship & Motivation
Impact of Managerial Style on Employee
Motivation and Commitment
+
Laras Career Journey Case
Study
Employees dont leave companies; they leave
managers
KPMG
Shell
+
The 3 Research Constructs
Manageria
Manageria
ll Style
Style
Researc
h
Questio
n
Attitud
e
Motivatio
n
+
Possible Research Applications
Better
performance
management
systems
Improved
organizational
performance
Increased
focus on
effective
management
Higher
employee
performance
Better
treatment of
the employee
Higher
employee
commitment
+
Attitudes
Exploring Theories
+
Rosenbergs Theory of Attitudes
Stimuli:
Work
Environme
nt factors
Job design
Managerial style
Company policies
Technology
Salary
Fringe benefits
Cognition
Affect
Feelings and
emotions
Behavior
Intende
d
behavior
+
Management Style
Exploring Theories
+
Management Styles
Autocratic
Paternalistic
Laissez-Faire
Democratic
Management
by Walking
Around
(MBWA)
+
Management Styles - Autocratic
The manager does not take into consideration the ideas and
suggestions of the subordinates
+
Management Styles Paternalistic
+
Management Styles Democratic
+
Management Styles LaissezFaire
+
Management by Walking
Around
+
Employee Motivation
Exploring Theories
+
Employee Motivation - Prelude
+
Needs, Motivation and Behavior
Behavior
Human
Needs
Motivatio
n
+
The Motivational Process
Need deficiencies
Need deficiencies
reassessed by the
employee
Rewards or
punishments
Goal directed
behavior
Performance
(evaluation of
goals
accomplished)
+
Types of Employee Motivation
Financial
Nonfinancial
Salary
Job
security
Benefits
Work-life
balance
Allowance
s
Recognitio
n
+
Benefits of Motivation
Enhances individual and organizational
growth
Improves productivity and performance
Enhances quality
Enhances group dynamism
Enhances good labor-management relations
+
Theories of Motivation
McGregors
Theory X and
Y
Maslows
Hierarchy of
Needs Theory
Vrooms
Expectancy
Valence
Theory
McClellands
Achievement
Theory
+
McGregors Theory X and Y
Theory X
Theory Y
+
Herzbergs 2-Factor Theory
Motivators (Satisfiers)
Hygiene Factors
(Dissatisfiers)
Recognition
Salary (money)
Good supervisor-subordinate
relationship
Responsibility
Individual Growth
Advancement
Job security
Work itself
Company procedures
+
Expectancy Valence Theory
Expectancy
Effort
Performance of
a goal
Self-efficacy
Goal difficulty
Perceived
control
Instrumentality
Valence
Performance of
a goal
Outcome
Pay increase
Promotion
Recognition
Sense of
accomplishmen
t
Commissions
Outcome
Reward
-1 = Avoiding
the outcome
0 = Indifferent
to the outcome
+1 = Welcomes
the outcome
Motivational
Force
Expectancy x
Instrumentality
x
Valence
+
Maslows Hierarchy of Needs
Self
Act
uali
zati
Morality, creativity, lack of prejudice,
on
acceptance of others
&
Ful
fill
me
Self-esteem, self-confidence, respect
Self-Esteem
and
nt
of others
Status
NeNeeds
eds
Belonging and Social Needs
Physiological Needs
+
McClellands Acquired Needs
Theory
Need for Power
Personal power
Institutional power
+
Conclusion
Connecting the Dots
+
Conclusion
Theory Y
A Hygiene factor
+
Implications
Rather, the managerial style used was probably illsuited to her situation, thus reducing her motivation
and attitude to work
+
Research Idea
Autocratic?
Paternalistic?
Democratic?
Laissez-faire?
MBWA?