MOTIVATION AND JOB SATISFACTION

1. MOTIVATION AND JOB SATISFACTION PROF DR ZAIDATOL AKMALIAH LOPE PIHIE FAKULTI PENGAJIAN PENDIDIKAN UNIVERSITI PUTRA MALAYSIA zalp@educ.upm.edu.my Prof Dr Zaidatol Akmaliah Lope Pihie, UPM

2. MOTIVATION The set of forces that cause people to behave in certain ways Prof Dr Zaidatol Akmaliah Lope Pihie, UPM

3. JOB SATISFACTION Degree of Enjoyment that people derive from performing their job Prof Dr Zaidatol Akmaliah Lope Pihie, UPM

4. FACTORS INFLUENCING MOTIVATION AND JOB SATISFACTION Leader has no control Prof Dr Zaidatol Akmaliah Lope Pihie, UPM

5. Leader has limited influence because employee choose own social groups & relationship Prof Dr Zaidatol Akmaliah Lope Pihie, UPM

6. Leader has full responsibility in creating work environment Prof Dr Zaidatol Akmaliah Lope Pihie, UPM

7. Discuss Leader’s Role Prof Dr Zaidatol Akmaliah Lope Pihie, UPM

8. RELATIVE IMPACT OF INFLUENCES ON MOTIVATION Prof Dr Zaidatol Akmaliah Lope Pihie, UPM

9. MOTIVATIONAL STRATEGIES AT INSTITUTIONAL LEVEL Strategies 1 • Recognizing the importance of individuality in motivation • In terms of stages of career. Look at the career cycle of teachers • Launching the career • Stabilizing: Developing mature commitment, feeling at ease, seeking more responsibilities • New challenges and concerns, diversifying, seeking added responsibilities Prof Dr Zaidatol Akmaliah Lope Pihie, UPM

10. IV. Reading a professional plateau: reappraisal, sense of mortality, ceasing striving for promotion or stagnating. v. Preparing for retirement Prof Dr Zaidatol Akmaliah Lope Pihie, UPM

11. Stage 2 Teachers are motivated by being offered the opportunity to get involved in a new initiative or take on a responsibility. (Discuss this) • Stage 3 Challenge a new sense of direction, a fresh challenge so that their abilities can be acknowledged and they have something new to look forwards. Prof Dr Zaidatol Akmaliah Lope Pihie, UPM

12. Stage 4 Need to be motivated by leader offering them a chance to finish their career “with flourish” by achieving something not tackled before but relevant to their experience. Prof Dr Zaidatol Akmaliah Lope Pihie, UPM

13. B. In Terms Of Gender Men work for money and career advancement? Is this true? Women seek Jobs Satisfaction, a good working atmosphere and flexibility to fit family life. vs Prof Dr Zaidatol Akmaliah Lope Pihie, UPM

14. No gender stereotypes eg.; • Women are caring type • Men are more discipline and need competitive roles • Single women are hard to deal with. (Do you agree?) Prof Dr Zaidatol Akmaliah Lope Pihie, UPM

15. C. IN TERMS OF DIFFERENT CULTURE Any specific examples? • China - Need good wages • Russia- Need promotion and growth of skills? • Malaysia - (teachers need ?) Prof Dr Zaidatol Akmaliah Lope Pihie, UPM

16. STRATEGY 2- PROVIDE OPPORTUNITY FOR RELEVANT PROFESSIONAL DEVELPOMENT • Personal growth and development is closely related to motivational attitudes • How to gain confidence to meet new challenges? Discuss. • Develop new skills • Gain new skills • Demonstrate the ability to learn new ideas • Apply new ideas • Upgrade qualification- Master, PhD Prof Dr Zaidatol Akmaliah Lope Pihie, UPM

17. STRATEGY 3- PROVIDE INDIVIDUALS AND TEAMS WITH A SENSE OF DIRECTION • Provide strategic direction/goals • Staff want to work in schools that they feel is “going somewhere” Prof Dr Zaidatol Akmaliah Lope Pihie, UPM

18. STRATEGY 4- GIVE AS MUCH RECOGNITION AS POSSIBLE • Give cash rewards to schools whose examination performance had improved significantly over 3 years? (Eyland & Wales) • Discuss- What about the New Deal Program? • Money Reward • Should receive the same sum? 94% agree • Should be based on most contribution? 34% agree (94% vs. 34% said it is FAIR, or share the money to the school managers or leaders of the department that had improved significantly? Only 11% saw this as fair? Prof Dr Zaidatol Akmaliah Lope Pihie, UPM

19. STRATEGY 5- ALLOW AS MUCH EMPLOYEE OWNERSHIP OF WORK AS POSSIBLE • Staff become demotivated if: • Peoples are simply told that “they must…” • Peoples are put into threatened position • It is felt that the plan is ‘gimmick’ promoted by a senior member of staff to further his own work • Plan is only to satisfy higher authority • People feel alienated from the organization or from whoever is responsible for the plan • The leader assumes the role of the expert and there is a lack of opportunity for teachers to develop and exercise responsibility Prof Dr Zaidatol Akmaliah Lope Pihie, UPM

20. ACTIVITIES Strategies to increase Teachers Job Satisfaction (What are your strategies?) Prof Dr Zaidatol Akmaliah Lope Pihie, UPM

21. JOB ENRICHMENT THEORY • Experience meaningfulness • Which is defined as the extent to which an individual perceives her or his work as being worthwhile or important by some system of self-accepted values • Experience responsibility • Which is defined by the extent to which a person believes that she or he is personally accountable for the outcomes of efforts • Knowledge of results • Which is defined as the extent to which a person is able to determine, on a fairly regular basis, whether or not performance is satisfactory and efforts lead to outcomes Prof Dr Zaidatol Akmaliah Lope Pihie, UPM

22. JOB CHARACTERISTICS MODEL • This model suggest that in teaching, jobs that require; • Different activities in carrying out the work and the use of a variety of teacher talents and skills (skill variety) • Teachers to engage in tasks identified as whole and comprising identifiable pieces of work (task identity) • Teachers to have substantial and significant impact on the lives or work of other people (task significance) Prof Dr Zaidatol Akmaliah Lope Pihie, UPM

23. 4) Substantial freedom, independence, and direction be provided to teachers in scheduling work and in deciding classroom organizational and instructional procedures (autonomy) 5) Teachers be provided with direct, clear information, about the effects of their performance (feedback) are likely to evoke the psychological states of meaningfulness, responsibility, and knowledge of results. Hackman and Oldham’s research reveals that these conditions result in high work motivation, high-quality performance, high job satisfaction, and low absenteeism among teachers. Prof Dr Zaidatol Akmaliah Lope Pihie, UPM

24. JOB ENRICHMENT CONCEPT AND PRACTICES Prof Dr Zaidatol Akmaliah Lope Pihie, UPM

25. Is there a link between teacher motivation and commitment and school effectiveness? “YES” Teachers are more committed, harder workers, more loyal to the school, and more satisfied with their jobs. Prof Dr Zaidatol Akmaliah Lope Pihie, UPM

26. What are the motivating conditions? • Teachers find their lives meaningful, purposeful, sensible, and significant, and view the work as worthwhile and important • Have reasonable control over their work activities and affairs and able to exert reasonable influence over work events and circumstances. • Experience personal responsibility for the work and are personally accountable for outcome. Prof Dr Zaidatol Akmaliah Lope Pihie, UPM

27. Activity: Discussion Combination of Process Theory to motivate teachers in New Deal Program (Program TawaranBaru) Prof Dr Zaidatol Akmaliah Lope Pihie, UPM

28. Prof Dr Zaidatol Akmaliah Lope Pihie, UPM

29. - CONCLUSION - CHANGING PATTERN OF LEADERSHIP TO MOTIVATE SCHOOL TEACHERS Prof Dr Zaidatol Akmaliah Lope Pihie, UPM

30. COMPETENCIES: MANAGING SELF-GOAL SETTING QUESTIONNAIRE • Instruction The following statements refer to a job you currently hold or have held. Read each statement and then select a response from the following scale that best describes your view. • Scale Prof Dr Zaidatol Akmaliah Lope Pihie, UPM

31. Prof Dr Zaidatol Akmaliah Lope Pihie, UPM

32. Scoring and Interpretation • Add the points shown for items 1 through 30. Scores of 120 to 150 may indicate a high-performing, highly satisfying work situation. Your goals are challenging and you are committed to reaching them. When you achieved your goals, you are rewarded for your accomplishments. Scores of 80 to 119 may suggest a highly varied work situation with some motivating and satisfying features and some frustrating and dissatisfying features. Scores of 30 to 79 may suggest a low-performing, dissatisfying work situation. Prof Dr Zaidatol Akmaliah Lope Pihie, UPM