Lecture Leadership: Enhancing the lessons of experience (4/e) – Chapter 9

Chapter 9 - Motivation, satisfaction and performance. This chapter has reviewed research concerning motivation, satisfaction, and performance. Motivation was defined as anything that provides direction, intensity, and persistence to behavior. Although motivation is an important aspect of performance, performance and motivation are not the same thing.

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C HAPTER   N INE

Motivation, Satisfaction, 

and Performance

McGraw­Hill/Irwin © 2002 The McGraw­Hill Companies, Inc., All Rights Reserved.

Relationships Between Leadership,  Job Satisfaction, and Performance

Leader 

Behavior 

(Proper Use of 

Motivational 

Technique)

Organizationa

l Citizenship  Behaviors

Follower 

Retaliation

Follower Job  Satisfaction

Follower  Turnover

Follower  Performance

Customer  Satisfaction  and Loyalty

Unit or Team  Performance

Ten Motivational Approaches

Category Theory or Approach

Alderfer’s ERG theory Herzberg’s two­factor theory

Individual difference Achievement orientation

Intrinsic motivation

Cognitive Goal setting

Expectancy theory ProMES

Situational  Job characteristics model 

Operant approach

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Maslow’s Hierarchy Of Needs

Esteem  needs

Belongingness 

needs Security needs Physiological needs

Self­actualization 

needs

Herzberg’s Two­factor Theory

Dissatisfied

Motivators Hygienes

Not dissatisfied Not satisfied Satisfied

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An Example Of Expectancy Theory

Valence

0.0­1.0 x   0.0­1.0 x    Sum of all outcomes

Effort­to­performance 

expectancy Performance­to­outcome  expectancy

Performance Outcomes Effort

Effort­to­

performance  expectancy

Ability

Environment

Performance­to­

outcome  expectancy

Valence of all outcomes

Why People Leave Organizations

34%

29%

13%

8%

16%

Limited recognition

& praise Compensation  Limited authority Personality conflicts Other

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Why People Stay With Organizations

• Promises of long­term employment ­ 82%

• Supports training and education – 78%

• Hires/keeps hard­working, smart people – 76%

• Encourages fun, collegial relationships – 74%

• Bases job evaluation on innovation – 72%

Three Theories of Job Satisfaction