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

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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
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Follower 
Turnover
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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

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Maslow’s Hierarchy Of Needs
Self­actualization 
needs
Esteem 
needs
Belongingness 
needs
Security needs

Physiological needs

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Herzberg’s Two­factor Theory
Not satisfied

Satisfied
Motivators

Hygienes
Dissatisfied

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Not dissatisfied

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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
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Performance­to­
outcome 
expectancy
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Why People Leave Organizations
Limited recognition
& praise
16%

Compensation 
34%

8%

Limited authority
Personality conflicts
Other

13%
29%

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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%

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


Three Theories of Job Satisfaction
• Affectivity
• Equity theory
• Organizational justice

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