Improving Sport Organization Productivity through Autonomous Employees

Prof. Dr. Robert C. SchneiderDirector, Sport Management Program14th International Scientific Conference

TRANSFORMATION PROCESSES IN SPORT

Budva, MontenegroInvited Speech, 31, March 2017; 17,30 – 20,30

2

My House in New York, Summer

My House in New York, Winter

Sport Management, The College at BrockportState University of New York

Before I Begin,What is currently taking place in America?

Donald Trump was Elected President

The NCAA Final Four Men’s Basketball Tournament is Taking Place

March Madness

Gonzaga University

University of North Carolina

University of South Carolina

University of Oregon

The Final Four Teams

ABSTRACT

Improving Sport Organization Productivity Through Autonomous Employees

The primary purpose of this paper is to offer a managerial approach to employee motivation that supports a consolidated hierarchy of motivational needs in the sport organization workplace that culminates in the high level need of autonomy, for the ultimate purpose of improving collective employee productivity, leading to enhanced sport organization outcomes. Employee motivation can be broadly achieved through management’s thorough understanding and application of the consolidation of Maslow’s Hierarchy of Needs (1943) and Berryman, Fink and Fink’s (1996) Needs that Motivate, which when consolidated includes the following hierarchical motivational needs: physiological, safety and security, affiliation, equity, achievement, esteem, power, autonomy, and self-actualization. A literature based approach to the application of the “consolidated needs that motivate” to employees including but not limited to a sport organization setting is used to arrive at a process to increase overall organizational productivity. The following seven employee prerequisites serve as a guide for sport managers to help determine employees who are qualified to assume the responsibilities that are characteristic of the type of independence that is emblematic of an autonomous employee: (a) having met the levels of motivational needs leading up to autonomy, (b) interests and intentions aligned with the mission, (c) unequivocal upper organizational respect, (d) trusted to operate independently, (e) transparent and open with management, (f) unshakable self-esteem, and (g) holding a true sense of inner-peace. Sport organization’s pursuit of organizational goals can best be met by employees when employees are motivated to excel and more particularly, excel autonomously on behalf of the organization. A sport organization that consists of high rates of employees who are qualified to operate autonomously is poised to be a beneficiary of the enhanced organizational production that is likely to result from Sultan’s (2012) finding that autonomy is highly positively correlated to workplace motivation. The sport manager’s ability to facilitate workplace productivity of which Martin (2004) speaks can take place by creating a work environment that supports employees’ unique potential to master each of the levels of the consolidated motivational needs pyramid created from combining unique hierarchical needs from Maslow’s Hierarchy of Needs (1943) and Berryman, Fink and Fink’s (1996) Needs that Motivate. Ultimate ascension to and the meeting of the need for autonomy in the workplace can support the maximization of workplace productivity.

Improving Sport Organization Productivity Through Autonomous Employees

A Segment of a Larger ProjectSport Managers’ Manual, Textbook, Articles

Meaning of Autonomy

Autonomy & Empowerment at the Work-Place Improve Productivity & Organizational Performance (Daft, 1998; Hart, 1998).

Job Autonomy Enhances Organizational Commitment (Moon, 2016)

Motivating Overall – 9 Hierarchical NeedsMotivating through Autonomy – High Level Need

Establishing the Foundation for the Autonomous Employee

•Maslow’s Hierarchy of Needs (1943)•Berryman, Fink and Fink’s (1996) Seven Needs that Motivate

Maslow’s Hierarchy (1943)

Seven Needs that Motivate (Berryman-Fink & Fink, 1996)

Self-ActualizationAutonomy

PowerEsteem

AchievementEquity

Affiliation/Belongingness/“Love”Safety & Security

PhysiologicalSchneider’s (2017) Merged Version of Maslow, (1943); Berryman-Fink & Fink (1996)

Advancing Up the Levels of the Pyramid

• 100% Fulfillment Unnecessary to Advance• Usually Fulfillment Decreases at Each Level

Maslows (1943) Realistic Rate of Meeting Needs– Self-Actualization – 10– Self-Esteem – 40– Love – 50– Safety – 70– Physiological – 85

Self-Actualization – being all one can be, finding meaning in life, fully functioning person (Carl Rogers)

Autonomy – free, independent

Power – leading, influencing, controlling, dominating, status

Esteem – desire for recognition, confidence, worth

Achievement – repeatedly pursuing, overcoming, & accomplishing

Equity – justice & fairness

Affiliation/Belongingness/“Love” – social, friends, & family affection

Safety & Security – protected from physical, and mental harm, knowing what to expect

Physiological – water, food, nutritionSchneider’s (2016) Merged Version of Maslow, (1943); Berryman-Fink & Fink (1996)

In Life – Motivation Hierarchical

Self-Actualization – employment supports and defines one’s meaning in life; job immersion; fully functioning employee at highest creative level that positively impacts the company (Mike Krzyzewski, Steve Jobs)

Autonomy – allowed complete freedom to complete selected tasks within parameter of organizational mission

Power – titles, roles, & responsibilities that reflect control over decisions, people, and direction of company

Esteem – role at work generates feelings of respect and worthiness

Achievement – accomplishing meaningful tasks; promotions; corporate climbing

Equity – outputs equaling inputs

Affiliation/Belongingness/“Love” – healthy interactions with colleagues; positive social outings

Safety & Security – collegial work environment, clear expectations, health benefits, long-term contract

Physiological – provision of water, food, nutrition if not otherwise obtainable

Schneider’s (2016) Merged Version of Maslow, (1943); Berryman-Fink & Fink (1996)

At Work – Motivation Hierarchical

Self-ActualizationAutonomy

PowerEsteem

AchievementEquity

Affiliation/Belongingness/“Love”Safety & Security

PhysiologicalSchneider’s (2016) Merged Version of Maslow, (1943); Berryman-Fink & Fink (1996)

Hierarchical Reversal• Previously Met Needs, No Longer Being Met• Motivational Needs Pyramid Decline

-Urgency Placed on Unmet Need (Maslow, 1943)

Why/how does hierarchical reversal take place?- Victim of Circumstances- Imbalanced Persons (Maslow, 1943)

- Sport Managers can Manipulate Work Environment

Self-Actualization – underachieving; unfulfilled, falling short of potential

Autonomy – controlled, restricted, forced

Power – ignored, following, subservient, obedient

Esteem – dismissive, worthless, uncertain

Achievement – complacent, declination, incomplete, failing

Equity – partiality, bias, subjective

Affiliation/Belongingness/“Love” – absence of friends & family; socially disconnected, hated

Safety & Security – exposed to physical and mental harm; not knowing what to expect

Physiological – absence of water and food, malnutritionSchneider’s (2016) Merged Version of Maslow, (1943); Berryman-Fink & Fink (1996)

In Life – Motivation Hierarchical Reversal (Thwarting the Meeting of Needs that Motivate)

Self-Actualization – professional demoralized and destroyed

Autonomy – restricted from or unable to decide work related issues

Power –reliance on supervisors or colleagues to accomplish

Esteem – disrespected and made to feel worthless at work

Achievement – professional demotions or stagnancy, diminished occupational challenges

Equity – incongruence between outputs and inputs

Affiliation/Belongingness/“Love” – isolate a person from working with others; remove them from enjoyable work-related relationships

Safety & Security – unstable office environment; protected from work injustices

Physiological – Removal of water, food, nutrition

Schneider’s (2016) Merged Version of Maslow, (1943); Berryman-Fink & Fink (1996)

At Work – Motivation Hierarchical Reversal(Thwarting the Needs that Motivate)

Self-Actualization –being all one can be, finding meaning in life, fully functioning person (Carl Rogers); underachieving; unfulfilled, falling short of potential; employment supports and defines one’s meaningin life; job immersion; fully functioning employee at highest creative level that positively impacts the company (Mike Krzyzewski, Steve Jobs) professional demoralized and destroyed

Autonomy – free, independent; controlled, restricted, forced; allowed complete freedom to complete selected tasks within parameter of organizational mission; restricted from or unable to decide work related issues

Power – leading, influencing, controlling, dominating, statusignored, following, subservient, obedient; titles, roles, & responsibilities that reflect control over decisions, people, and direction of

company; reliance on supervisors or colleagues to accomplish

Esteem – desire for recognition, confidence, worth; dismissive, worthless, uncertain; role at work generates feelings of respect and worthiness; disrespected and made to feel worthless at work

Achievement – repeatedly pursuing, overcoming, & accomplishing; complacent, declination, incomplete, failing; accomplishing meaningful tasks; promotions; climbing corporate ladder; professional demotions or stagnancy, diminished occupational challenges

Equity – justice & fairness; partiality, bias, subjective; outputs equaling inputs; incongruence between outputs and inputs

Affiliation/Belongingness/“Love” – social, friends, & family affection; absence of friends & family; socially disconnected, hated; healthy interactions with colleagues; positive social outings; isolate a person from working with others; remove them from enjoyable work-related

relationships

Safety & Security – protected from physical, and mental harm, knowing what to expect; exposed to physical and mental harm; not knowing what to expect; collegial work environment, clear expectations, health benefits, long-term contract; move a person out of their

office and put them in the equipment room; protected from injustices

Physiological – water, food, nutrition; absence of water and food, malnutrition; provision of water, food, nutrition if not otherwise obtainable. Removal of water, food, nutrition.

In Life – Motivation HierarchicalIn Life – Motivation Hierarchical ReversalAt Work – Motivation HierarchicalAt Work – Motivation Hierarchical Reversal

Schneider’s (2016) Merged Version of Maslow, (1943); Berryman-Fink & Fink (1996)

Employee Needs Differ Within Levels of Pyramid

RANDOM EMPLOYEE NEEDS•Monetary•Praise•Awards•Promotions•Public Acknowledgment•Intrinsic •Many More

CONSIDERATION FOR AUTONOMY: 7 PREREQUISITES(Berryman, Fink, and Fink 1996; Martin, 2004; Maslow, 1943; Sultan, 2012; Ryan & Deci, 2004; Gillet, Gagne, Sauvagère, & Fouquereau, 2013; Stenling, Lindwall, & Hassmén, 2015; Barrick, Mount, & Li, 2013; Graves, Sarkis, & Zhu, 2013; Jacobsen, Hvitved, & Andersen, 2014; Stoeber, Davis, & Townley 2013; Lăzăroiu, 2015)

Practical Questions for Management to Ask Oneself

A) Meeting Previous Levels of Needs to Motivate100% Fulfillment Unnecessary to Advance100% Fulfillment Unnecessary to be Granted Autonomy

Recall: Maslows (1943) Realistic Rate of Meeting NeedsSelf-Actualization – 10Self-Esteem – 40Love – 50Safety – 70Physiological – 85

B) Determining Employee Natural Interests & Intentions•Observation of Employees in Natural ‘State’

• e.g., Coaches Observe Athletes

•Behaviors Must Align w/ Organizational Mission • Management Helps Align Work Environment

C) Unequivocal Upper Organizational Respect

•Understanding by Employee:• Management’s Authority to Endorse Autonomy• Autonomy is Framed within Organizational Parameters

D) Employee Trusted to Operate Independently

•Management:• Relinquishment of Control Over Employee• Assess & Ensure Employee is Autonomy Candidate

(Granting Autonomy is Empowering to the Manager)

E) Transparent & Open w/ Management

• Management Comfortable Interacting• Evidence Based Trust • Sure of Employee Organizational Intentions

F) Employee Unshakable Self-Esteem

• Non-Contingent Self-Esteem• History of Organizational Supported Successes• Fully Confident of One-Self & Abilities• People Seek His Advice• Draws Knowledge from Many Experiences

Improving Sport Organization Productivity through Autonomous Employees

Final PointsBegin Screening during Hiring ProcessRemain Disciplined by Following 7 Prerequisites

Outcomes of Autonmous EmployeeMaximization of Employee ProductivityMaximization of Organizational Productivity

THANK YOUImproving Sport Organization Productivity through

Autonomous Employees

Prof. Dr. Robert C. SchneiderDirector, Sport Management Program14th International Scientific Conference

TRANSFORMATION PROCESSES IN SPORT

Budva, MontenegroInvited Speech, 31, March 2017; 17,30 – 20,30