Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999 Slide 14-1 Chapter 14 Motivation, Satisfaction, and Performance

Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999 Slide 14-2 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.

Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999 Slide 14-3 Motivation  Motivation is anything that provides direction, intensity, and persistence to behavior.

Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999 Slide 14-4 Performance  Performance concerns those behaviors directed toward the organization’s mission or goals, or the products and services resulting from those behaviors.

Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999 Slide 14-5 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.

Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999 Slide 14-6 Three Major Needs Theories  Maslow’s Hierarchy of Needs  ERG Theory  Herzberg’s Two-Factor Theory

Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999 Slide 14-7 Individual Difference  Achievement orientation  Intrinsic motivation

Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999 Slide 14-8 Three Cognitive Theories  Goal Setting  Expectancy Theory  ProMES

Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999 Slide 14-9 Situational Approaches  Job Characteristics Model  Operant Model

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

Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999 Slide 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 Slide Three Theories of Job Satisfaction  Affectivity  Equity Theory  Organizational Justice