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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.
91 McGrawHill/Irwin © 2002 The McGrawHill Companies, Inc., All Rights Reserved C HAPTER N INE Motivation, Satisfaction, and Performance Relationships Between Leadership, Job Satisfaction, and Performance Leader Behavior (Proper Use of Motivational Technique) Follower Performance Customer Satisfaction and Loyalty Unit or Team Performance Organizationa l Citizenship Behaviors Follower Job Satisfaction Follower Retaliation McGrawHill/Irwin Follower Turnover © 2002 The McGrawHill Companies, Inc., All Rights Reserved 93 Ten Motivational Approaches Category Theory or Approach Need Maslow’s hierarchy of needs 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 McGrawHill/Irwin © 2002 The McGrawHill Companies, Inc., All Rights Reserved 94 Maslow’s Hierarchy Of Needs Selfactualization needs Esteem needs Belongingness needs Security needs Physiological needs McGrawHill/Irwin © 2002 The McGrawHill Companies, Inc., All Rights Reserved 95 Herzberg’s Twofactor Theory Not satisfied Satisfied Motivators Hygienes Dissatisfied McGrawHill/Irwin Not dissatisfied © 2002 The McGrawHill Companies, Inc., All Rights Reserved 96 An Example Of Expectancy Theory Efforttoperformance expectancy 0.01.0 Performancetooutcome expectancy x 0.01.0 x Environment Effort Valence Sum of all outcomes Valence of all outcomes Performance Outcomes Ability Effortto performance expectancy McGrawHill/Irwin 97 Performanceto outcome expectancy © 2002 The McGrawHill Companies, Inc., All Rights Reserved Why People Leave Organizations Limited recognition & praise 16% Compensation 34% 8% Limited authority Personality conflicts Other 13% 29% McGrawHill/Irwin © 2002 The McGrawHill Companies, Inc., All Rights Reserved 98 99 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% • Basesjobevaluationoninnovation72% McGrawưHill/Irwin â2002TheMcGrawưHillCompanies,Inc.,AllRightsReserved ThreeTheoriesofJobSatisfaction ã Affectivity ã Equitytheory ã Organizationaljustice McGrawHill/Irwin © 2002 The McGrawHill Companies, Inc., All Rights Reserved 910 ... Limited authority Personality conflicts Other 13% 29% McGrawưHill/Irwin â2002TheMcGrawưHillCompanies,Inc.,AllRightsReserved 9? ?8 9? ?9 WhyPeopleStayWithOrganizations ã Promisesoflongưtermemploymentư82% • Supports training and education? ?–? ?78%... © 2002? ?The? ?McGrawHill Companies, Inc., All Rights Reserved 9? ?3 Ten Motivational Approaches Category Theory or Approach Need Maslow’s hierarchy? ?of? ?needs Alderfer’s ERG theory Herzberg’s twofactor theory... © 2002? ?The? ?McGrawHill Companies, Inc., All Rights Reserved 9? ?6 An Example? ?Of? ?Expectancy Theory Efforttoperformance expectancy 0.01.0 Performancetooutcome expectancy x 0.01.0 x Environment Effort Valence Sum? ?of? ?all outcomes Valence? ?of? ?all outcomes