領導學：在實踐中提升領導力（原書第10版）課件 第10章　追隨者的滿意度和敬業(yè)度

Chapter10FollowerSatisfactionandEngagementCopyright?2022McGraw-HillEducation.Allrightsreserved.NoreproductionordistributionwithoutthepriorwrittenconsentofMcGraw-HillEducation.ChapterOutlineIntroduction.Understandingandinfluencingfollowersatisfaction.Understandingandimprovingemployeeengagement.IntroductionToomanyhighlytrained,committedprofessionalsreturnagainandagaintothemethodologythatemployeeengagementprogramsarewhat“WEmightdotomakeTHEMfeelinvestedinUS.”TheyareanHRbrand-loyaltymarketingprogram,really.MarkKille,humanresourcesconsultant.Happyfollowersmaybecontentwiththesituationandexpresslittleurgencytogetanythingdone,whereasdissatisfiedworkerssometimesproducesuperiorresults.UnderstandingandInfluencingFollowerSatisfactionSatisfiedworkersaremorelikelyto:Continueworkingforanorganization.Engageinorganizationalcitizenshipbehaviorsthatgobeyondjobdescriptionsandrolerequirements.Helpreducetheworkloadorstressofothersintheorganization.Dissatisfiedworkersaremorelikelytobeadversarialintheirrelationswithleadershipandengageindiversecounterproductivebehaviors.Dissatisfactionisakeyreasonwhypeopleleaveorganizations,andmanyofthereasonspeoplearesatisfiedordissatisfiedwithworkarewithintheleader’simmediatecontrol.EmployeeTurnoverHasthemostimmediateimpactonleadershippractitioners.Functionalturnover

isconsideredhealthyforanorganizationExamples:Whenfollowersretire,donotfitintotheorganization,oraresubstandardworkers.Dysfunctionalturnover

occurswhenanorganization’sbestandbrightestbecomedissatisfiedandleave.Mostlikelytooccurwhendownsizingistheresponsetoorganizationaldecline.Table10.1:WhyPeopleLeaveorStaywithOrganizationsSources:SIGMAAssessmentSystems,;PaceCommunication,HemispheresMagazine,November1994,p.155;“KeepingWorkersHappy,”USAToday,February10,1998,p.1;B.G.Graves,“WhyPeopleQuitTheirJobs,”HarvardBusinessReview,September2016,/2016/09/why-people-quit-their-jobs;andB.KayeandS.Jordan-Evans,Love‘EmorLoseEm:GettingGoodPeopletoStay,5thed.(SanFrancisco:Berrett-Koehler,2014).WhyDoPeopleLeaveOrganizations?WhyDoPeopleStaywithOrganizations?LimitedrecognitionandpraisePromiseslong-termemploymentCompensationExcitingworkandchallenge LimitedauthorityFairpay PoororganizationalcultureEncouragesfun,collegialrelationships RepetitiveworkSupportivemanagement ItemsFoundonJobSatisfactionSurveysGlobalsatisfaction:Assessestheoveralldegreetowhichemployeesaresatisfiedwiththeirorganizationandtheirjob.Facetsatisfaction:Assessesthedegreetowhichemployeesaresatisfiedwithdifferentaspectsofwork,suchaspay,benefits,promotionpolicies,andworkinghoursandconditions.Findingsregardingglobalandfacetsatisfaction.Peoplegenerallytendtobehappywiththeirvocationoroccupation.Hierarchyeffect:Peoplewithlongertenureorinhigherpositionstendtohavehigherglobalandfacetsatisfactionratingsthanthosenewertoorlowerintheorganization.Lifesatisfaction:Concernsaperson’sattitudesaboutlifeingeneral.TypicalItemsonaSatisfactionQuestionnaireTheseitemsareoftenratedonascalerangingfromstronglydisagree(1)tostronglyagree(5).Overall,Iamsatisfiedwithmyjob.Ifeeltheworkloadisaboutequalforeveryoneintheorganization.Mysupervisorhandlesconflictwell.Mypayandbenefitsarecomparabletothoseinotherorganizations.Thereisarealfutureforpeopleinthisorganizationiftheyapplythemselves.Exceptionalperformanceisrewardedinthisorganization.Wehaveagoodhealthcareplaninthisorganization.Ingeneral,Iamsatisfiedwithmylifeandwhereitisgoing.GlobalandFacetSatisfactionandJobSatisfactionSurveysJobsatisfactionsurveysareusedextensivelyinbothpublicandprivateinstitutions.Surveyresultsaremostusefulwhencomparedwithresultsfromareferencegroup,suchasanorganization’spastresultsorratingsfromsimilarorganizations.Leadersmustbewillingtotakeactionbasedonsurveyresultsorrisklosingcredibilityandactuallyincreasingjobdissatisfaction.TheoriesofJobSatisfaction:OrganizationalJusticeOrganizationaljusticeisbasedonthepremisethatpeoplewhoaretreatedunfairlyarelesssatisfied,productive,andcommittedtotheirorganizations.Likelytoinitiatecollectiveactionandengageincounterproductiveworkbehaviors.Consistsofthreecomponents.Interactionaljustice:

Reflectsthedegreetowhichpeoplearegiveninformationaboutdifferentrewardproceduresandaretreatedwithdignityandrespect.Distributivejustice:

Concernsfollowers’perceptionsofwhetherthelevelofrewardorpunishmentisproportionatetoanindividual’sperformanceorinfraction.Proceduraljustice:

Relatestotheprocessthatrewardsandpunishmentsareadministered.TheoriesofJobSatisfaction:Herzberg’sTwo-FactorTheoryIdentifiesthefollowingfactorsofsatisfaction:Motivators:Factorsthatleadtosatisfactionatwork.Hygienefactors:Factorsthatleadtodissatisfactionatwork.Effortsdirectedtowardimprovinghygienefactorswillnotincreasefollowers’motivationorsatisfaction.Keytoincreasingfollowers’satisfactionlevelsistojustadequatelysatisfythehygienefactorswhilemaximizingthemotivatorsforaparticularjob.Figure10.3:Herzberg’sTwo-FactorTheoryAccessthetextalternativeforslideimages.UnderstandingandImprovingEmployeeEngagement1

SomeaspectsofjobsatisfactionarehighlyrelatedtoemployeeengagementEmployeeengagement:Followers’attitudesabouttheorganizationandtheirworkactivities.Fullyengagedfollowersarebelievedtobemorecommittedtoteamandorganizationalsuccess,putforthmorework-directedeffort,andputinthehoursnecessarytocompleteassignedtasks.Disengagedfollowersdonotcareaboutorganizationalsuccessandaremoreinterestedincollectingpaychecksthancompletingworkassignments.UnderstandingandImprovingEmployeeEngagement2Surveysareadministeredtodeterminewhatpercentageofpeopleareactivelyengaged,engaged,disengaged,oractivelydisengaged.Presenteeismiscommoninmanyorganizations.Presenteeism:Notionofbeingatworkwhileone’sbrainisnotfullyengaged.Employeeengagementhasbecomesopopularovertheyearsbecauseoftheengagement-shareholdervaluechain.Organizationswithhigherpercentagesofengagedandactivelyengagedfollowersshouldultimatelygeneratehighershareholderreturns.UnderstandingandImprovingEmployeeEngagement3Someorganizationsfeelobligatedtosurveyemployeesbutnotcompelledtoimproveengagementscores.Otherorganizationserroneouslybelieveperkscauseemployeeengagement.Thisdoesnotmakeupforlongworkhoursormonotonouswork.Thebestapproachisforleaderstoshareresultswiththeirfollowersandjointlyidentifythefactorspotentiallyaffectingtheresultsaswellasareasofstrengthandimprovementintheengagementscores.Biggestobstacletoimprovingemployeeengagement:Incompetentmanagement.Someleadershavenoideahowfollowersfeelaboutwork.Othersmistreattheirfollowersanddonotcarewhethertheyareengaged.SummaryJobsatisfactionisthesetofattitudespeoplehaveaboutwork,theircareers,andtheirlives.Employeeengagementisconcernedwithfollowers’specificattitudesabouttheirwork,theequipmenttheyuse,theimpactoftheirwork,recognitionandrewards,andtheirimmediatesupervisors.Localeconomic