+

The Boss-Subordinate
Relationship & Motivation
Impact of Managerial Style on Employee
Motivation and Commitment

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Laras Career Journey Case
Study
Employees dont leave companies; they leave
managers

The case of Lara Ukeje

KPMG

Shell

Procter and Gamble

Is Lara a badly behaved employee, an employee with

the wrong attitudes or a victim of bad managerial
styles?

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The 3 Research Constructs

Manageria
Manageria
ll Style
Style

Researc
h
Questio
n
Attitud
e

Motivatio
n

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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

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Attitudes
Exploring Theories

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Rosenbergs Theory of Attitudes
Stimuli:
Work
Environme
nt factors

Job design
Managerial style
Company policies
Technology
Salary
Fringe benefits

Cognition

Beliefs and values

Affect

Feelings and
emotions

Behavior

Intende
d
behavior

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Management Style
Exploring Theories

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Management Styles

Autocratic

Paternalistic

Laissez-Faire

Democratic

Management
by Walking
Around
(MBWA)

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Management Styles - Autocratic

The manager does not take into consideration the ideas and
suggestions of the subordinates

The subordinates are solely dependent on the manager and

do not have the liberty to take decisions on their own

The subordinates simply adhere to the guidelines and

policies formulated by their bosses. They do not have a say
in managements decisions

Whatever the manager feels is right in the organization

eventually becomes the companys policies

Employees lack motivation in autocratic style of

working

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Management Styles Paternalistic

The manager decides what is best for the employees

as well as the organization

Policies are devised to benefit the employees and the

organization

The suggestions and feedback of the subordinates are

taken into consideration before deciding something

Employees feel attached and loyal towards their

organization

Employees stay motivated and enjoy their work

rather than treating it as a burden

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Management Styles Democratic

The manager welcomes the feedback of the

subordinates

Employees are invited on an open forum to discuss the

pros and cons of plans and ideas

This style ensures effective and healthy communication

between the manager and employees

The manager listens to what the employees have to

say before finalizing on something

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Management Styles LaissezFaire

The manager is just employed for appearances sake

and does not contribute much to the organization

The subordinates take decisions and manage work on

their own

The employees are not dependent on the manager

They decide what is right or wrong for themselves

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Management by Walking
Around

The manager does not lock himself up in the office;

instead he walks around to find out what is happening
around him

The manager treats himself as an essential part of the

team and is an effective listener

The manager interacts with the employees more often

to find out their concerns and suggestions

The manager is more of a mentor to the employees

and guides them whenever needed

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Employee Motivation
Exploring Theories

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Employee Motivation - Prelude

The word Motivation stems from the Latin word motivus

which is a form of the word movere which means to move

In laymans parlance, therefore, the difference between being

motivated and unmotivated, then, is whether or not the subject
in question is moving

Different scholars have defined motivation in different ways:

Peteromode (1991) defined motivation is a prepotent state that

energises and guides behavior

Zedeck and Blood (1974) defined motivation is a predisposition to

act in a specific, goal-directed way

Mathis and Jackson (1982) defined motivation is an emotion or

desire operating on a persons will and causing that person to act

Odusina (1992) defined motivation is the will to perform

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Needs, Motivation and Behavior

Behavior
Human
Needs

Motivatio
n

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The Motivational Process

Need deficiencies

Need deficiencies
reassessed by the
employee

Search for ways

to satisfy needs

Rewards or
punishments

Goal directed
behavior
Performance
(evaluation of
goals
accomplished)

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Types of Employee Motivation
Financial

Nonfinancial

Salary

Job
security

Benefits

Work-life
balance

Allowance
s

Recognitio
n

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Benefits of Motivation
Enhances individual and organizational
growth
Improves productivity and performance
Enhances quality
Enhances group dynamism
Enhances good labor-management relations

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Theories of Motivation

McGregors
Theory X and
Y

Herzbergs 2Factor Theory

Maslows
Hierarchy of
Needs Theory

Vrooms
Expectancy
Valence
Theory

McClellands
Achievement
Theory

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McGregors Theory X and Y
Theory X

Theory Y

People are indolent and

unwilling to work
except forced to do so

Work is as natural as play or

enjoyment to man

Money is the only

motivating factor for
man

Recognition, participation, respect,

fair play, good working conditions and
relationships also matter to man

People are innately lazy

People are loving and creative

People shy away from

challenges and
competition

The talents and creative potentials of

man must be properly tapped and
utilized

People require force to

switch to action

Force and coercion are discouraged in

order to achieve results

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Herzbergs 2-Factor Theory
Motivators (Satisfiers)

Hygiene Factors
(Dissatisfiers)

Recognition

Salary (money)

Achievement (work itself)

Good supervisor-subordinate
relationship

Responsibility

General working conditions

Individual Growth

Promotion and status

Advancement

Job security

Work itself

Company procedures

Satisfiers or motivators can bring about job satisfaction but

even if they are absent, they would not cause dissatisfaction
Once hygiene factors are absent, they will cause
dissatisfaction

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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

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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

Safety and Security Needs

Physiological Needs

Friendship, family and sexual

intimacy
Security of body,
employment, health,
morality
Food, breathing,
water, sleep,
excretion

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McClellands Acquired Needs
Theory
Need for Power
Personal power
Institutional power

Need for Affiliation

Customer service
Client interaction

Need for Achievement

Work alone
Work with other high
achievers

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Conclusion
Connecting the Dots

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Conclusion

Depending on the motivation theories being looked at,

it is clear that managerial style has an impact on
employee attitude and motivation either as:

Theory Y

A Hygiene factor

One of Abraham Maslows needs

Need for affiliation

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Implications

Hence, Lara may not be seen as a recalcitrant

employee

Rather, the managerial style used was probably illsuited to her situation, thus reducing her motivation
and attitude to work

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Research Idea

Which managerial style can be classified as fostering

OPTIMAL employee motivation?

Autocratic?

Paternalistic?

Democratic?

Laissez-faire?

MBWA?

Will this be in all situations or in all situations?