3. AbilityAbility
• Re-supply:Re-supply: ‘Does the person have what she needs to do‘Does the person have what she needs to do
her job satisfactorily?’her job satisfactorily?’
• Re-train: ‘Re-train: ‘As the job requirements change, what newAs the job requirements change, what new
skills are required?’skills are required?’
• Re-fit: ‘Re-fit: ‘Job re-design, which requires an intensive jobJob re-design, which requires an intensive job
evaluation.’evaluation.’
• Reassign: ‘Reassign: ‘Give a different job altogether dependingGive a different job altogether depending
upon the person’s abilities.’upon the person’s abilities.’
• Release:Release: ‘When everything else fails.’‘When everything else fails.’
5. Situational Leadership-ISituational Leadership-I
Leader’s Involvement
How much help should I provide ?How much help should I provide ?
Subordinate’s
Performance &
Satisfaction
Subordinate’s Expectation
How much help do they want ?How much help do they want ?
Task Characteristics
How much help is needed ?How much help is needed ?
Organizational Support
How much help is already available ?How much help is already available ?
7. Herzberg’s TheoryHerzberg’s Theory
• Motivation comes from:Motivation comes from:
– AchievementAchievement
• personal satisfaction of completing a jobpersonal satisfaction of completing a job
or solving a problemor solving a problem
– RecognitionRecognition
• AcknowledgementAcknowledgement
– ResponsibilityResponsibility
• The degree of control over own workThe degree of control over own work
– AdvancementAdvancement
• Opportunity to exercise initiative inOpportunity to exercise initiative in
workwork
– GrowthGrowth
• Opportunity to develop new skills andOpportunity to develop new skills and
abilitiesabilities
• Demotivation comes from:Demotivation comes from:
– PayPay
• Pay and benefits, overtime etc.Pay and benefits, overtime etc.
– Job SecurityJob Security
• Fixed term contractsFixed term contracts
– Competent SupervisionCompetent Supervision
• Adequate knowledge of job, supervisor’sAdequate knowledge of job, supervisor’s
helpfulnesshelpfulness
– Working ConditionsWorking Conditions
• Facilities, amount of work etc.Facilities, amount of work etc.
– StatusStatus
• The regard that the organization hasThe regard that the organization has
– Interpersonal RelationshipsInterpersonal Relationships
• Quality of relationshipsQuality of relationships
– How the organization is managedHow the organization is managed
– Internal CommunicationInternal Communication
8. Situational Leadership-IISituational Leadership-II
High AbilityHigh Ability
High MotivationHigh Motivation
High AbilityHigh Ability
VariableVariable
MotivationMotivation
Some AbilitySome Ability
Low MotivationLow Motivation
Low AbilityLow Ability
High MotivationHigh Motivation
D4D4 D3D3 D2D2 D1D1
SupportingSupporting CoachingCoaching
DelegatingDelegating DirectingDirecting
Notas del editor
Good performance requires ability and motivation. Ability is the skill required, the aptitude required and the resources required to do a job. Where as motivation is the desire and commitment to do the task.
If a person has 75% ability and 100% motivation will he be able to do a good job? YES. But if a person has 10% ability and 100% motivation will he be able to do a good job? NO. He will require training, his aptitude will need to be assessed and he would require resources to match his motivation.
Therefore all questions about a person’s performance should start with asking whether his performance deficiency stems from lack of ability or lack of motivation.
To do this four pieces of information are required:
Difficulty of tasks assigned to the individual
Known ability of the subordinate
Extent to which the subordinate seems to e trying to perform well
Degree to which the subordinate’s performance improves
If the person has the motivation but lacks in skills, there are five steps we can take to provide him with support:
Re-supply: ask this questions to the person to find out what else can he/she have to enable him/her to do the job effectively. Starting with this question signals your willingness to help him/her resolve the issues from their perspective rather than to find fault from your perspective.
Re-train: as the technology changes are very fast, employee skills can become obsolete very quickly hence it is important to keep them updated through various training and development activities.
Re-fitting: the next step is to explore the particular job in order to enhance it and make it more interesting and rewarding through redesigning it.
Re-assign: even with all the previous steps if the employees fail to meet the requirements, then they may be reassigned to a different job, perhaps of a lesser responsibility.
Release: if everything else fails, then there is no other option but to release the employee from the job.
Your objective as a supervisor is to get your team members performing while being satisfied with their respective jobs or tasks. So how do you do that?
You need to start with asking yourself how much help should I give? This depends on the employee in question and his expectations: how much help does he want? So you need to talk to him in getting his perspective. Then looking at the task at hand you need to answer the question: how much help is needed and looking at the organizational setup you need to answer the question: how much help is available? Correct answers to these questions will lead you to a decision regarding how to handle a certain employee and the whole team.
You can summarize this process by using three very simple questions:
How is your work going?
What do you enjoy the most or least?
How can I help you succeed?
Physiological Needs: These come first. Whatever else you need in life, if you are starving or dying for water or air, you will take steps to satisfy these needs at the risk of everything else. However, our society has mechanisms for us to cater for these needs like food, clothes, medicines etc. These are the minimum or bare level needs that must be satisfied to move up.
Security Needs: Once the first order needs are satisfied you are concerned with perpetuating your life: staying well and staying alive by securing the means to get your next meals and protecting yourself from future dangers or loss. You’d like to protect yourself from threats to income, health, accidents etc.
Belonging Needs: After you feel secure you start looking around to see who else similar to you or will want your company. You want to talk and share with people, belong to a community or group, family, social engagements, parties and be regarded as one of the team.
Self Esteem Needs: This is the drive to be recognised as an unique individual having some special skills or expertise. To be needed by people is to be loved or wanted and that makes one feel important.
Self Fulfilment Needs: What one would long to do if one didn’t have to worry about money or day to day living which would be intrinsically satisfying. Here nothing else, like material rewards, matter.
So what motivates one individual doesn’t motivate another. Hence our motivations are all different. What motivates one to work hard maybe the money which in turn is a means to maybe buy books because the person likes to read because he wants to have knowledge because he wants to come across as a knowledgeable person.
How does that impact our work situations?
Herzberg contended that factors that satisfy people at work are different than the factors that dissatisfy people. According to him, satisfaction lies in the work and dissatisfaction lies in the working environment.
He said that if motivators are present people will be satisfied but if they are not present people will be neither satisfied nor dissatisfied. Similarly, if the hygiene factors are present people will neither be satisfied nor dissatisfied. But if they are absent people will be dissatisfied.
A person’s development level is defined as his ability to do a certain task and his motivation level to do that task.
In order to find out where he stands you need to ask:
How much help should I provide?
How much help does he want?
How much help is needed?
How much help is already available?
Low Ability & High Motivation
Direct: provide detailed instructions; give employees specific goals and objectives; enforce rules and regulations; and demonstrate the steps involved in doing the job.
Some Ability & Low Motivation
Coach: praise employees for the good work; provide them with a lot of feedback on how they are doing; sell them and convince them of their ability to do the job; try to motivate them with rewards; and sell them the benefits of getting this job done.
High Ability & Variable Motivation
Support: involve employees in decisions that will affect their work; help employees feel free to ask questions and discuss important concerns; hold frequent team meetings; help employees locate and suggest their own development activities; and listen to employees concerns without criticising or judging.
High Ability & High Motivation
Delegate: delegate broad responsibilities to the people and ask them to handle details; expect employees to find and correct their own errors; provide employees with feedback on results; and allow employees to take risk and innovate
