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Chapter 14

Motivation, Satisfaction, and Performance

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Chapter Goals

The goal of this chapter is to explain these three key areas: (1) the links between leadership, satisfaction, motivation, and performance; (2) the major theories and research for motivation and satisfaction; and (3) what leaders can do to enhance the motivation and satisfaction of their followers if they implement these different theories.

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Motivation

Motivation is anything that provides direction, intensity, and persistence to behavior.

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Performance

Performance concerns those behaviors directed toward the organization’s mission or goals, or the products and services resulting from those behaviors.

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Job satisfaction

Job satisfaction deals with one’s attitudes or feelings about the job itself, pay, promotion, or educational opportunities, supervision, co-workers, workload, and so on.

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Three Major Needs Theories

Maslow’s Hierarchy of Needs

ERG Theory

Herzberg’s Two-Factor Theory

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Individual Difference

Achievement orientation

Intrinsic motivation

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Three Cognitive Theories

Goal Setting

Expectancy Theory

ProMES

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Situational Approaches

Job Characteristics Model

Operant Model

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Leadership practitioners should be aware of several important findings

regarding global and facet satisfaction:

People are generally very happy with their vocation or occupation.

Persons with longer tenure or in higher positions tend to have higher global and facet satisfaction ratings than those new or lower in the organization.

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Leadership practitioners should be aware of several important findings

regarding global and facet satisfaction:

Persons in higher positions tend to have ratings when evaluating their compensation than those in lower positions.

People who are happier with their jobs also tend to have higher life satisfaction ratings.

Cont.

Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999

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Three Theories of Job Satisfaction

Affectivity

Equity Theory

Organizational Justice