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Satisfaction with Perceived Search for Turnover

Experience
Past Performance Personal Inputs Better Job Absenteeism

Self-esteem Effort-performance Perceived

Self-efficacy Expectancy Inputs and Lowered
Outcomes of Job
Attractiveness
Skill Training Referent Others Dissatisfaction
of Job
Communication Effort Age
Actual Situation
from Others Ability Seniority
Psychological Arousal Education
Attention Organizational Psychological
Perceived Amount Consider:
Persistence Loyalty Withdrawal
that Rewards 1. Changing Future
Attractiveness of Past Performance Poor Physical
Performance-outcome Should Be Performance
Outcomes Health
Expectancy 2. Strike
(valence) Poor Mental
3. Grievance
Health
Level of Job
Difficulty Perceived Job
Timespan Characteristics
Personal Goals,
Responsibility
Values, Attitudes,
and Needs if
Intrinsic Equity dissatisfied
Internal vs. External Rewards Determination
Locus of Control

Goal Characteristics:
difficulty
specificity Organizational Perceived Redefined Tasks Present
Organizational Organizational Perceived Overall
intensity Requirements on Requirements from Organization Work Behavior Performance Facet Satisfaction
Needs and Goals Resources Rewards Satisfaction
acceptance Individual from Organization and Person (Accomplishment)
commitment

Degree of Goal
Job Design (autonomy and feedback) Extrinsic Accomplishment
Decision acceptance and ownership Rewards
Leadership Style Perceived Outcomes
Group Relations of Referent Others
Pay and Promotions
Rewards and Punishments

CHAPTER 18 • Employee Motivation

KEY (only primary aspects highlighted; overlaps exist):

Expectancy Reinforcement Satisfaction

Goal Theory Need Theory
Theory Theory
Equity Theory
Relationships
Main process—“performance properly rewarded leads to satisfaction”

FIGURE 18.10 The motivation process in organizations.

Based on E. E. Lawler, III, Motivation in Work Organizations (Monterey, CA: Brooks/Cole, 1973); E. A. Locke and G. P. Latham, Goal Setting: A Motivational Technique that Works! (Englewood Cliffs, NJ: Prentice-Hall, 1984); L. W. Porter,
E. E. Lawler, III, and J. R. Hackman, Behavior in Organizations (NY McGraw-Hill, 1975); Van Fleet, D. D. & Peterson, T. O. Contemporary Management, 3rd ed. Boston: Houghton Mifflin, 1994); Van Fleet, D. D. Behavior in Organizations, Boston:
Houghton Mifflin, 1991; and Van Fleet, D. D., “The individual, the organization, and motivation: propositions, proposals, and implications”; In D. F. Ray & T. B. Green (eds.), Managing the Changing Organization (Atlanta: Southern Management
Association, November, 1974), 169–176.

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