LEADERSH_P2沥2技招532Chapter凹Motivation,Satisfaction,andPerformance“Pollsestimatethatifcompaniescouldget3.7percentmoreworkoutofeachemployee,tbeeqguivalentof18moreminutesofworkjfbreacheighthoursh仁ibegrossqomesticproduct杉tbeU.S.wWoudswellby8355DJMJion,twicethetotalGDPofGreece.“TheGalupOrganjzationIntroductionTheabilitytomotivateothersisafundamentalleadershipskillandhasstrongconnectionstobuildingcohesive,goal-orientedteamsandgettingresultsthroughothers.*Variationinworkoutputvariessignificantlyacrossleadersandfollowers:.*Creatinghighlymotivatedandsatisfiedfollowersdependsmostlyonunderstandingothers.DefiningMotivation,Satisfaction,andPerformance*Motivationisanythingthatprovidesdirection,intensity,andpersistencetobehavior.一Notobservable;mustbeinferredfrombehavior.*Performanceconcernsbehaviorsdirectedtowardthefirmsmission/goalsortheproductsorservicesresultingfromthosebehaviors:.Difersfromeffectivenessemakingjudgmentsabouttheadequacyofbehaviorbasedoncriteria.*Jobsatisfactionishowmuchonelikesaspecifickindofjoborworkactivity.一Satisfiedworkersengageinorganizationalcitizenshipbehaviors.口RelationshipsamongLeadership,JobSatisfaction,andPerformanceRcuREonUnderstandingandInfluencingFollowerMotivation*Motivationaltheoriesareusefulincertainsituationsbutnotasapplicableinothers:.*Leaderswhoknowaboutdifferentmotivationaltheoriesaremorelikelytochoosetherighttheoryforaparticularfollowerandsituation.一Choosingthebesttheorymayresutinhigher-performingandmoresatisfiedemployees.*Mostperformanceproblemscanbeattributedtounclearexpectations,skilldeficits,resourceyequipmentshortages,oralackofmotivation.*Leadershavethemostdifficultyrecognizingandcorrectingmotivationproblems:.sFiveMotivationalApproachesTheoryorApproachMajorThemesofCharacteristicsMaslowshierarchyofneedsSatistyneedstochangebehaviorAchievementorlentationPersonaliytraitCoalsettingSetgoastochangebehavior.OperantapproachEmpowermentTable91FiveMotvationalApproachesChangerewardsandpunishmentstochangebehaviorCivepeopleautomonyandlatitudetoincreasetheirmotivationforworke口MaslowsHierarchyofNeedsAccordingtoMaslow,peoplearemotivatedby5basictypesofneeds(hierarchyofneeds),一Needsareintemalstatesoftensionorarousaloruncomfortablestatesofdeficiency.*VWhenneedsarenotbeingmet,peopleengageincertainbehaviorstosatisfythem.Tomotivateemployeestoworkharder,leadersmustdeterminewheretheirfollowersareontheneedshierarchyandensurethatalllower-orderneedsaresatisfiedbeforeappealingtotheirhigher-orderneeds.国MaslowsHierarchyofNeeds(continued)FIGURE9.2MasowshienarhyofreedsSqractualinationnesttEieenneedidongngnesreetiSonymestsPlysiolosilneet日MaslowsHierarchyofNeeds(continued)*Maslowstheorydoesnotmakespecificpredictionsaboutwhatanindividualwilldotosatisfyaparticularneed.。ThelackofspecificityandpredictivepowerlimitsthepracticalapplicabilityofMaslowstheoryinreal-lifesettings:.*However,awarenessofthegeneralnatureofvarioussortsofbasichumanneedsseemsfundamentallyusefultoleaders:.*Leadersneedtoaddresssomebasic,fundamentalareasbeforetheirattemptstogetfollowerstoexpendmoreeffortonwork-relatedbehaviorswillbesuccessful