Chapter 14

Slide 14-1

Motivation, Satisfaction, and

Performance

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Chapter Goals
Slide 14-2

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

Motivation
Slide 14-3

Motivation is anything that provides

direction, intensity, and persistence to
behavior.

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Performance
Slide 14-4

Performance concerns those behaviors

directed toward the organizations
mission or goals, or the products and
services resulting from those
behaviors.

Irwin/McGraw-Hill

The McGraw-Hill Companies, Inc. 1999

Job satisfaction
Slide 14-5

Job satisfaction deals with ones

attitudes or feelings about the job
itself, pay, promotion, or educational
opportunities, supervision, coworkers, workload, and so on.
Irwin/McGraw-Hill

The McGraw-Hill Companies, Inc. 1999

Three Major Needs

Theories
Slide 14-6

Maslows Hierarchy of Needs

ERG Theory
Herzbergs Two-Factor Theory

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Individual Difference
Slide 14-7

Achievement orientation
Intrinsic motivation

Irwin/McGraw-Hill

The McGraw-Hill Companies, Inc. 1999

Three Cognitive
Theories
Slide 14-8

Goal Setting
Expectancy Theory
ProMES

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Situational
Approaches
Slide 14-9

Job Characteristics Model

Operant Model

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Leadership practitioners should be

aware of several important findings
regarding global and facet
satisfaction:
Slide 1410

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

Leadership practitioners should be

aware of several important findings
regarding global and facet
satisfaction:
Slide 1411
Cont.

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.

Irwin/McGraw-Hill

The McGraw-Hill Companies, Inc. 1999

Three Theories of Job

Satisfaction
Slide 1412

Affectivity
Equity Theory
Organizational Justice

Irwin/McGraw-Hill

The McGraw-Hill Companies, Inc. 1999