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1、 LEADERSH_P2沥2技招532Chapter凹Motivation,Satisfaction,andPerformance“Pollsestimatethatifcompaniescouldget3.7percentmoreworkoutofeachemployee,tbeeqguivalentof18moreminutesofworkjfbreacheighthoursh仁ibegrossqomesticproduct杉tbeU.S.wWoudswellby8355DJMJion,twicethetotalGDPofGreece.“TheGalupOrganjzationIntrod
2、uctionTheabilitytomotivateothersisafundamentalleadershipskillandhasstrongconnectionstobuildingcohesive,goal-orientedteamsandgettingresultsthroughothers.*Variationinworkoutputvariessignificantlyacrossleadersandfollowers:.*Creatinghighlymotivatedandsatisfiedfollowersdependsmostlyonunderstandingothers.
3、DefiningMotivation,Satisfaction,andPerformance*Motivationisanythingthatprovidesdirection,intensity,andpersistencetobehavior.一Notobservable;mustbeinferredfrombehavior.*Performanceconcernsbehaviorsdirectedtowardthefirmsmission/goalsortheproductsorservicesresultingfromthosebehaviors:.Difersfromeffectiv
4、enessemakingjudgmentsabouttheadequacyofbehaviorbasedoncriteria.*Jobsatisfactionishowmuchonelikesaspecifickindofjoborworkactivity.一Satisfiedworkersengageinorganizationalcitizenshipbehaviors.口RelationshipsamongLeadership,JobSatisfaction,andPerformanceRcuREonUnderstandingandInfluencingFollowerMotivatio
5、n*Motivationaltheoriesareusefulincertainsituationsbutnotasapplicableinothers:.*Leaderswhoknowaboutdifferentmotivationaltheoriesaremorelikelytochoosetherighttheoryforaparticularfollowerandsituation.一Choosingthebesttheorymayresutinhigher-performingandmoresatisfiedemployees.*Mostperformanceproblemscanb
6、eattributedtounclearexpectations,skilldeficits,resourceyequipmentshortages,oralackofmotivation.*Leadershavethemostdifficultyrecognizingandcorrectingmotivationproblems:.sFiveMotivationalApproachesTheoryorApproachMajorThemesofCharacteristicsMaslowshierarchyofneedsSatistyneedstochangebehaviorAchievemen
7、torlentationPersonaliytraitCoalsettingSetgoastochangebehavior.OperantapproachEmpowermentTable91FiveMotvationalApproachesChangerewardsandpunishmentstochangebehaviorCivepeopleautomonyandlatitudetoincreasetheirmotivationforworke口MaslowsHierarchyofNeedsAccordingtoMaslow,peoplearemotivatedby5basictypesof
8、needs(hierarchyofneeds),一Needsareintemalstatesoftensionorarousaloruncomfortablestatesofdeficiency.*VWhenneedsarenotbeingmet,peopleengageincertainbehaviorstosatisfythem.Tomotivateemployeestoworkharder,leadersmustdeterminewheretheirfollowersareontheneedshierarchyandensurethatalllower-orderneedsaresati
9、sfiedbeforeappealingtotheirhigher-orderneeds.国MaslowsHierarchyofNeeds(continued)FIGURE9.2MasowshienarhyofreedsSqractualinationnesttEieenneedidongngnesreetiSonymestsPlysiolosilneet日MaslowsHierarchyofNeeds(continued)*Maslowstheorydoesnotmakespecificpredictionsaboutwhatanindividualwilldotosatisfyaparti
10、cularneed.。ThelackofspecificityandpredictivepowerlimitsthepracticalapplicabilityofMaslowstheoryinreal-lifesettings:.*However,awarenessofthegeneralnatureofvarioussortsofbasichumanneedsseemsfundamentallyusefultoleaders:.*Leadersneedtoaddresssomebasic,fundamentalareasbeforetheirattemptstogetfollowerstoexpendmoreeffortonwork-relatedbehaviorswillbesuccessful
