KC 301J: Leadership

KC 301J: Leadership

Today:
- Chapter 10
Follower Satisfaction
and Engagement
- Review for Exam One
- Team/Individual Study Time
 KC 301J: Leadership

Now:

Chapter 10
Follower Satisfaction
and Engagement
KC 301J: Leadership

Questions?
 Chapter Outline

• Introduction
• Understanding and influencing
follower satisfaction
• Understanding and improving
employee engagement
 Introduction
Too many highly trained, committed professionals return
again and again to the methodology that employee
engagement programs are what “WE might do to make
THEM feel invested in US.” They are an HR brand-loyalty
marketing program, really.
• Mark Kille, human resources consultant.

Happy followers may be content with the situation and

express little urgency to get anything done, whereas
dissatisfied workers sometimes produce superior
results.
 Understanding and Influencing
Follower Satisfaction

Satisfied workers are more likely to:

• Continue working for an organization;

• Engage in organizational citizenship
behaviors that go beyond job
descriptions and role requirements;
• Help reduce the workload or stress of
others in the organization.
 Understanding and Influencing
Follower Satisfaction

Dissatisfied workers are more likely

to be adversarial in their relations with
leadership, and engage in diverse,
counterproductive behaviors.

Dissatisfaction is a key reason why people

leave organizations, and many of the
reasons people are satisfied or
dissatisfied with work are within the
leader’s immediate control.
 Employee Turnover
Has the most immediate impact on leadership
practitioners.
Functional turnover is considered healthy for an
organization
• Examples: When followers retire, do not fit into
the organization, or are substandard workers.
Dysfunctional turnover occurs when an organization’s
best and brightest become dissatisfied and leave.
• Most likely to occur when downsizing is the
response to organizational decline.
 Table 10.1: Why People Leave or
Stay with Organizations

Why Do People Leave Why Do People Stay with

Organizations? Organizations?
Limited recognition and praise Promises long-term employment

Compensation Exciting work and challenge

Limited authority Fair pay

Poor organizational culture Encourages fun, collegial

relationships

Repetitive work Supportive management

Sources: SIGMA Assessment Systems, www.sigmaassessmentsystems.com; Pace Communication, Hemispheres Magazine, November 1994, p. 155;
“Keeping Workers Happy,” USA Today, February 10, 1998, p. 1; B. G. Graves, “Why People Quit Their Jobs,” Harvard Business Review, September
2016, https://hbr.org/2016/09/why-people-quit-their-jobs; and B. Kaye and S. Jordan-Evans, Love ‘Em or Lose Em: Getting Good People to Stay, 5th
ed. (San Francisco: Berrett-Koehler, 2014).
 Items Found on Job Satisfaction Surveys

Global satisfaction: Assesses the overall degree

to which employees are satisfied with their
organization and their job.
Facet satisfaction: Assesses the degree to which
employees are satisfied with different aspects of
work, such as pay, benefits, promotion policies,
and working hours and conditions.
 Items Found on Job Satisfaction Surveys

Findings regarding global and facet satisfaction:

• People generally tend to be happy with their
vocation or occupation.
• Hierarchy effect: People with longer tenure or
in higher positions tend to have higher global
and facet satisfaction ratings than those newer
to or lower in the organization.
Life satisfaction: Concerns a person’s attitudes
about life in general.
 Typical Items on a Satisfaction Questionnaire

These items are often rated on a scale ranging from strongly

disagree (1) to strongly agree (5).
• Overall, I am satisfied with my job.
• I feel the workload is about equal for everyone in the
organization.
• My supervisor handles conflict well.
• My pay and benefits are comparable to those in other
organizations.
• There is a real future for people in this organization if they
apply themselves.
• Exceptional performance is rewarded in this organization.
• We have a good health care plan in this organization.
• In general, I am satisfied with my life and where it is going.
 Global and Facet Satisfaction and
Job Satisfaction Surveys

Job satisfaction surveys are used

extensively in both public and private
institutions.
• Survey results are most useful when
compared with results from a reference
group, such as an organization’s past
results or ratings from similar organizations.
• Leaders must be willing to take action based
on survey results or risk losing credibility and
actually increasing job dissatisfaction.
KC 301J: Leadership

Questions?
 Theories of Job Satisfaction:
Organizational Justice

Organizational justice is based on the

premise that people who are treated
unfairly are less satisfied, productive, and
committed to their organizations.
• Likely to initiate collective action and
engage in counterproductive work
behaviors.
 Theories of Job Satisfaction:
Organizational Justice

Organizational Justice consists

of three components:
• Interactional justice: Reflects the degree to which
people are given information about different
reward procedures and are treated with dignity
and respect.
• Distributive justice: Concerns followers’
perceptions of whether the level of reward or
punishment is proportionate to an individual’s
performance or infraction.
• Procedural justice: Relates to the process that
rewards and punishments are administered.
 Theories of Job Satisfaction:
Herzberg’s Two-Factor Theory

Identifies the following factors of satisfaction:

• Motivators: Factors that lead to satisfaction at work.

• Hygiene factors: Factors that lead to
dissatisfaction at work.
• Efforts directed toward improving hygiene factors
will not increase followers’ motivation or satisfaction.

The key to increasing followers’ satisfaction levels

is to just adequately satisfy the hygiene factors while
maximizing the motivators for a particular job.
Figure 10.3: Herzberg’s Two-Factor Theory
 Understanding and Improving
Employee Engagement 1
Some aspects of job satisfaction are highly related
to employee engagement
• Employee engagement: Followers’ attitudes
about the organization and their work activities.
• Fully engaged followers are believed to be more
committed to team and organizational success,
put forth more work-directed effort, and put in
the hours necessary to complete assigned tasks.
• Disengaged followers do not care about
organizational success and are more interested
in collecting paychecks than completing work
assignments.
 Understanding and Improving
Employee Engagement 2

Surveys are administered to determine what percentage

of people are actively engaged, engaged, disengaged, or
actively disengaged.
• Presenteeism is common in many organizations.
• Presenteeism: Notion of being at work while one’s brain
is not fully engaged.

Employee engagement has become so popular over

the years because of the engagement-shareholder
value chain.
• Organizations with higher percentages of engaged
and actively engaged followers should ultimately
generate higher shareholder returns.
 Understanding and Improving
Employee Engagement

Some organizations feel obligated to survey employees

but not compelled to improve engagement scores.
• Other organizations erroneously believe perks
cause employee engagement.
• This does not make up for long work hours or
monotonous work.
• The best approach is for leaders to share results
with their followers and jointly identify the factors
potentially affecting the results as well as areas of
strength and improvement in the engagement
scores.
 Understanding and Improving
Employee Engagement

The biggest obstacle to improving

employee engagement:
Incompetent management
• Some leaders have no idea how followers
feel about work.
• Others mistreat their followers and do
not care whether they are engaged.
 Understanding and Influencing
Follower Satisfaction
Satisfied workers are more likely to:
• Continue working for an organization;
• Engage in organizational citizenship behaviors that go
beyond job descriptions and role requirements;
• Help reduce the workload or stress of others in the
organization.

Dissatisfied workers are more likely to be adversarial in their

relations with leadership and engage in diverse
counterproductive behaviors.

Dissatisfaction is a key reason why people leave

organizations, and many of the reasons people are satisfied
or dissatisfied with work are within the leader’s immediate
control.
KC 301J: Leadership

Questions?
 Summary
• Job satisfaction is the set of attitudes people have
about work, their careers, and their lives.
• Employee engagement is concerned with
followers’ specific attitudes about their work, the
equipment they use, the impact of their work,
recognition and rewards, and their immediate
supervisors.
• Local economic conditions, ill-conceived
organizational policies, major change initiatives,
anonymity concerns, demand effects, the nature
of the work performed, follower expectations, and
personality traits can and do impact employee
engagement scores.
KC 301J: Leadership

Questions?
 KC 301J: Leadership

Now:

Review for Exam One
 Exam One

- In Moodle
- 33 Multiple-choice & True/False
- Emphasis on definitions
- 33 questions; 60 minutes
 KC 301J: Leadership

Recommendations:
1. Study the presentations
2. Learn key definitions
(‘key terms’ at end of chapters
and marked in presentations)
 KC 301J: Leadership

Recommendations:
1. Study the presentations
2. Learn key definitions
(‘key terms’ at end of chapters
and marked in presentations)
 KC 301J: Leadership

Example Question for

1. Study the presentations
 KC 301J: Leadership

The degree to which someone tells

others something and ensures that
they understand what was said is
called:
a. active communication
b. expression effectiveness
c. the intention component
d. communication effectiveness
 KC 301J: Leadership

The degree to which someone tells

others something and ensures that
they understand what was said is
called:
a. active communication
b. expression effectiveness
c. the intention component
d. communication effectiveness
 KC 301J: Leadership

Another example
question for
1. Study the presentations
 KC 301J: Leadership

Good leadership is all about

calculation, planning, and
following a checklist.

T
F
 KC 301J: Leadership

Good leadership is all about

calculation, planning, and
following a checklist.

T
F
 KC 301J: Leadership

Example Question for

2. Learn key definitions
 KC 301J: Leadership

In Herzberg’s Two Factor Theory,

Dissatisfiers are factors that lead
to dissatisfaction at work.

T
F
 KC 301J: Leadership

In Herzberg’s Two Factor Theory,

Dissatisfiers are factors that lead
to dissatisfaction at work.

T Today’s
Presentation
(Chapter 10),
F Slide #17
 KC 301J: Leadership

Another example
question for
2. Learn key definitions
 KC 301J: Leadership

Consideration as an independent
dimension of behavior is defined
as ‘how friendly and supportive
a leader is toward subordinates.’

T
F
 KC 301J: Leadership

Consideration as an independent
dimension of behavior is defined
as ‘how friendly and supportive
a leader is toward subordinates.’

T
F 7,
Presentation 3-
3, Chapter
Slide #10
KC 301J: Leadership

Questions?
 KC 301J: Leadership

Now (for remainder of class):

INDIVIDUAL / TEAM TIME

 KC 301J: Leadership

For Monday:

Mid-term Exam
 (Chapters 1 - 10)

DO NOT BE LATE!!!
Class ends...