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.

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 Affectivity Equitytheory 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 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