Work Motivation and Job Satisfaction 
7
WORK MOTIVATION AND JOB
SATISFACTION
The relationship between the organisation and its members is influenced by what motivates them to work and the rewards and fulfilment they derive from it. The nature of the work organisation, styles of leadership and the design and content of jobs can have a significant effect on the satisfaction of staff and their levels of performance. The manager needs to know how best to elicit the co-operation of staff and direct their efforts to achieving the goals and objectives of the organisation.
Learning outcomes
After completing this chapter you should be able to:
■
explain the meaning and underlying concept of motivation;
■
detail main types of needs and expectations of people at work;
■
explain frustration-induced behaviour and possible reactions to frustration at work;
■
examine main theories of motivation and evaluate their relevance to particular work situations;
■
review the meaning, nature and dimensions of job satisfaction;
■
assess broader influences on motivation and job satisfaction;
■
evaluate the relationship between motivation, job satisfaction and work performance. Critical reflection
‘Some writers argue that people do not lack motivation, only the right triggers to motivate them. Some claim that motivation can only come from within and attempts from other people to motivate you have little lasting influence.’ What are your views? In your own words, what motivates you most?
CHAPTER 7
WORK MOTIVATION AND JOB SATISFACTION
THE MEANING OF MOTIVATION
The study of motivation is concerned, basically, with why people behave in a certain way.
The basic underlying question is ‘Why do people do what they do?’ In general terms, motivation can be described as the direction and persistence of action. It is concerned with why people choose a particular course of action in preference to others, and why they continue with a chosen action, often over a
WORK MOTIVATION AND JOB
SATISFACTION
The relationship between the organisation and its members is influenced by what motivates them to work and the rewards and fulfilment they derive from it. The nature of the work organisation, styles of leadership and the design and content of jobs can have a significant effect on the satisfaction of staff and their levels of performance. The manager needs to know how best to elicit the co-operation of staff and direct their efforts to achieving the goals and objectives of the organisation.
Learning outcomes
After completing this chapter you should be able to:
■
explain the meaning and underlying concept of motivation;
■
detail main types of needs and expectations of people at work;
■
explain frustration-induced behaviour and possible reactions to frustration at work;
■
examine main theories of motivation and evaluate their relevance to particular work situations;
■
review the meaning, nature and dimensions of job satisfaction;
■
assess broader influences on motivation and job satisfaction;
■
evaluate the relationship between motivation, job satisfaction and work performance. Critical reflection
‘Some writers argue that people do not lack motivation, only the right triggers to motivate them. Some claim that motivation can only come from within and attempts from other people to motivate you have little lasting influence.’ What are your views? In your own words, what motivates you most?
CHAPTER 7
WORK MOTIVATION AND JOB SATISFACTION
THE MEANING OF MOTIVATION
The study of motivation is concerned, basically, with why people behave in a certain way.
The basic underlying question is ‘Why do people do what they do?’ In general terms, motivation can be described as the direction and persistence of action. It is concerned with why people choose a particular course of action in preference to others, and why they continue with a chosen action, often over a
Cited: Maslow, A. H. Motivation and Personality, third edition, Harper and Row (1987). 18 Steers, R. M. and Porter, L. W. Motivation and Work Behaviour, fifth edition, McGraw-Hill (1991). 20 Adair, J. Leadership and Motivation, Kogan Page (2006). 21 Alderfer, C. P. Existence, Relatedness and Growth, Collier Macmillan (1972). (1959). Hall (2001), p. 361. 24 McClelland, D. C. Human Motivation, Cambridge University Press (1988). Approach, seventh edition, Prentice Hall (2001). 29 Vroom, V. H. Work and Motivation, Wiley (1964); also published by Krieger (1982). 30 Porter, L. W. and Lawler, E. E. Managerial Attitudes and Performance, Irwin (1968). 31 Lawler, E. E. Motivation in Work Organizations, Brooks/ Cole (1973). (2001), p. 37. (ed.) Advances in Experimental and Social Psychology, Academic Press (1965) Porter, L. W. Motivation and Work Behavior, second edition, McGraw-Hill (1979), pp vol. 3, 1968, pp. 157–89. 37 Gratton, L. Living Strategy: Putting People at the Heart of Corporate Purpose, Financial Times Prentice Hall (2000), 38 Hannagan, T. Management, fourth edition, Financial Times Prentice Hall (2005), p 42 Adair, J. Leadership and Motivation, Kogan Page (2006), p (1985), p. 36. Management Journal, vol. 44, no. 3, 2001, pp. 580–90.