Chapter 09 – Motivation, Satisfaction, and Performance
9-1
Part 3: Focus on the Followers
Chapter 9: Motivation, Satisfaction, and Performance
Leader
Chapter 09 – Motivation, Satisfaction, and Performance
9-2
Chapter 9 Outline
Motivation, Satisfaction, and Performance
Introduction
Defining Motivation, Satisfaction, and Performance
Understanding and Influencing Follower Motivation
Understanding and Influencing Follower Satisfaction
Summary
Chapter 09 – Motivation, Satisfaction, and Performance
9-3
Key Learning Points
Introduction
Because a fundamental aspect of leadership is getting results through others, follower
motivation, satisfaction, and performance are vitally important topics for leaders. Research has
Defining Motivation, Satisfaction, and Performance
Motivation can be defined as anything that provides direction, intensity, and persistence to
behavior. Performance consists of those behaviors directed towards the accomplishment of team
or organizational goals, or the products or services resulting from these behaviors. Performance
is different than effectiveness, which concerns judgments about the adequacy of these behaviors,
Leaders who know about different motivational theories are more likely to choose the right theory
for a particular follower and situation, and often have higher-performing and more satisfied
employees as a result. Chapter 9 describes five different theories of/ approaches to follower
motivation. The needs approach is illustrated by Maslow’s hierarchy of needs which maintains
that people are motivated by five basic types of needs. According to the achievement orientation
approach, an individual’s tendency to exert effort toward task accomplishment depends partly on
Understanding and Influencing Follower Satisfaction
Job satisfaction concerns one’s attitudes about work, and research has shown these attitudes are
related to turnover, absenteeism, grievance rates, organizational citizenship, counterproductive
Chapter 09 – Motivation, Satisfaction, and Performance
9-4
justice. Research suggests that leadership initiatives may not be effective on a person’s job
satisfaction if their affective disposition is either extremely positive or negative. According to the
Chapter 09 – Motivation, Satisfaction, and Performance
9-5
Brief Definitions of the Key Terms for Chapter 9
Motivation: anything that provides direction, intensity, and persistence in behavior.
Performance: those behaviors related to team or organizational goals.
Achievement orientation: an individual difference variable related to task accomplishment.
Goal setting: the process of setting clear and measurable performance objectives.
Pygmalion effect: the increase in motivation associated with setting high expectations.
Golem effect: the decrease in motivation associated with setting low expectations.
Operant approach: motivating others through the use of rewards and punishments.
Reward: anything that increases the odds of a behavior being repeated.
Punishment: anything that decreases the odds of a behavior being repeated.
Contingent: administering rewards or punishments as a consequence of a particular behavior.
Reference group: a group used for comparative purposes in satisfaction surveys.
Negative affectivity: a disposition variable where people tend to react negatively to events.
Positive affectivity: a disposition variable where people tend to react positively to events.
Two-factor theory: a theory of job satisfaction concerned with motivators and hygiene factors.
Motivators: job or work factors that lead to job satisfaction.
Chapter 09 – Motivation, Satisfaction, and Performance
9-6
Overview of the Learning Resources for Chapter 9
Exercise 9-1: Motivation and Job Satisfaction Theories Application. In this exercise, students will work
in small groups to apply different motivation and job satisfaction theories to the Initech and The Coffee
Bean case study found at the end of Chapter 9. Students prepare a presentation as a homework assignment
and deliver and discuss their 10 minute presentations in class.
Exercise 9-2: Intrinsic Motivation. In this 25 minute exercise, students are asked to individually list the
Exercise 9-3: The Balloon Competition. In this 10 minute exercise, students get into small groups, and a
Exercise 9-4: Achievement Orientation and Values. This exercise requires students to complete the
Exercise 9-6: Ping-Pong Balls. This 45 minute experiential exercise helps students learn about the
motivational effects of setting clear goals and receiving feedback.
Exercise 9-8: The Golf Ball. In this 25 minute experiential exercise, four students demonstrate different
supervisory styles and four students play follower roles. The rest of the class observes how the
empowerment supervisory style often results in the best team performance.
Case Studies: The minicase, “Initech versus the Coffee Bean,” at the end of Chapter 9 and Case Study #1
about a performance problem provide good material to discuss the concepts of motivation, satisfaction,
performance, and effectiveness.
Chapter 09 – Motivation, Satisfaction, and Performance
9-7
Sample Lesson Plans for Chapter 9
Lesson 1: 60 minutes
Pre-work: Exercise 9-1: Motivation and Job Satisfaction Theories Application. Small groups are assigned
different motivation and job satisfaction theories to apply to the case study at the end of Chapter 9. Each
group should be given one of the handouts from Exercise 9-1 in order to properly prepare for their
presentation.
Lesson Plan:
• Each small group does a 5–10 minute presentation on their theories of motivation or job
Lesson 2:60 minutes
Pre-work: None
Lesson Plan:
Chapter 09 – Motivation, Satisfaction, and Performance
9-8
Minicase, “Initech versus The Coffee Bean,” Sample Answers
Question 1: How would you gauge Peter’s achievement orientation? What are some of the
needs not being met for Peter Gibbons at Initech? What changes might improve Peter’s
motivation?
With respect to “need for achievement,” it seems clear that Peter is pretty low on this facet. This
individual difference variable is characterized by a person’s desire to be successful as a
Question 2: Would you judge the leaders at Initech as more likely to invoke the Pygmalion
or the Golem Effect?
Based on Peter’s comments about the nature of all the bosses “breathing down his neck” when he
makes a mistake and his lack of freedom to be more creative and flexible in how the work is
Chapter 09 – Motivation, Satisfaction, and Performance
9-9
Question 3: What about the environment at the Coffee Bean? Pygmalion or Golem?
The environment at The Coffee Bean is vastly different from that of Initech. The information
Question 4: Why has the Coffee Bean seen such a significant reduction in its turnover?
The focus here is on the lower level of dysfunctional turnover in both the managerial and hourly
Chapter 09 – Motivation, Satisfaction, and Performance
9-10
Chapter 9 Exercises & Instructions
Exercise 9-1
Exercise Title: Motivation and Job Satisfaction Theories Application
Purpose: To apply the Motivation and Job Satisfaction theories to the Initech and The Coffee Bean case
study at the end of Chapter 9.
Summary: Divide students into small groups and give each group one of the handouts on the next five
pages. The groups will be asked to create a 10-minute presentation that will address the following:
Chapter 09 – Motivation, Satisfaction, and Performance
9-11
Motivation and Job Satisfaction Presentation: Need Theories
Your team’s task is to create a 10-minute presentation on the motivation or job satisfaction theories found
below. Your presentation should briefly describe the theories and their key assumptions on what
Title: Need Theories of Motivation
Theory Description: Provide a brief description of the theories found in this category and the key
assumptions underlying these theories.
Chapter 09 – Motivation, Satisfaction, and Performance
9-12
Motivation and Job Satisfaction Presentation: Individual Differences
Your team’s task is to create a 10-minute presentation on the motivation or job satisfaction theories found
below. Your presentation should briefly describe the theories and their key assumptions on what
Title: Individual Differences in Motivation
Theory Description: Provide a brief description of the theories found in this category, and the key
assumptions underlying these theories.
Chapter 09 – Motivation, Satisfaction, and Performance
9-13
Motivation and Job Satisfaction Presentation: Cognitive Theories
Your team’s task is to create a 10 minute presentation on the motivation or job satisfaction theories found
Title: Cognitive Theories of Motivation
Theory Description: Provide a brief description of the theories found in this category, and the key
assumptions underlying these theories.
Application: Describe how one of the theories could be used to explain the motivation and job
satisfaction in Initech or The Coffee Bean employees.
Chapter 09 – Motivation, Satisfaction, and Performance
9-14
Motivation and Job Satisfaction Presentation: Situational Theories
Your team’s task is to create a 10-minute presentation on the motivation or job satisfaction theories found
below. Your presentation should briefly describe the theories and their key assumptions on what
Title: Situational Theories of Motivation
Theory Description: Provide a brief description of the theories found in this category, and the key
assumptions underlying these theories.
Chapter 09 – Motivation, Satisfaction, and Performance
Motivation and Job Satisfaction Presentation: Job Satisfaction
Your team’s task is to create a 10-minute presentation on the motivation or job satisfaction theories found
below. Your presentation should briefly describe the theories and their key assumptions on what
Title: Job Satisfaction Theories
Theory Description: Provide a brief description of the theories found in this category, and the key
assumptions underlying these theories.
Application: Describe how one of the theories could be used to explain the motivation and job
satisfaction in Initech or The Coffee Bean employees.
Chapter 09 – Motivation, Satisfaction, and Performance
9-16
Exercise 9-2
Exercise Title: Intrinsic Motivation
Purpose: To help students identify their sources of intrinsic motivation
Summary: This exercise begins by giving students 5 minutes to list the types of work activities they
enjoy doing. They then spend the next 15 minutes discussing their lists in small groups. In particular, they
Exercise 9-3
Exercise Title: The Balloon Competition
Purpose: Demonstrates how people react differently to different tasks.
Summary: Divide the class into thirds and have each of the subgroups come up with a team name. Pick a
leader for each subgroup and give each of them a balloon. Once all three leaders have been given
balloons, tell them that their task is to blow into the balloon until it pops. The other team members are to
provide their leader with moral support during the task. Give the leaders and groups thirty seconds to get
ready, and then start the task.
Chapter 09 – Motivation, Satisfaction, and Performance
Exercise 9-4
Exercise Title: Achievement Orientation and Values
Purpose: To help students understand their level of achievement orientation and personal work values.
Summary: A write up of the Motives, Values, and Preferences Inventory (MVPI) and how to order it can
Exercise 9-5
Exercise Title: Team Juggling
Purpose: To demonstrate group dynamics, incremental goal-setting, and creativity in problem solving.
Summary: You will need about twelve tennis or koosh balls for this exercise, and it helps if some of the
balls are different sizes and colors. To begin, both the instructor and up to 20 students should form a
circle, standing fingertip-to-fingertip (some classrooms may not be big enough for this exercise, in that
case we recommend doing this activity outside). The instructor starts the exercise by explaining to
students they want to begin a person-to-person ball toss sequence, and students should remember whom
hard to be successful.