Employee Motivation and Job Satisfaction
Albert BarraNovember 27, 2018 · 4 min read
I have a Spanish-language dictionary close at hand, and before I begin writing about what and why has motivated me to write about these topics, I am motivated to look up the meaning of each of these words. Let us see:
As I continued, I came across countless articles, studies and entire books on the subject of motivation.
These concepts, framed within human behaviour, are extremely difficult to define specifically because of the differing attitudes and behaviours among individuals, although these assessments are generalised and measured and expressed in this way.
Motivation is the result of the interaction between the individual and the situation; therefore, when analysing motivation, we must bear in mind that its level may vary both between individuals and within the same individual at different times and under different circumstances.
Returning to the outcome of the dictionary search, the difference between the two concepts quickly becomes apparent: motivation does not at any point mean satisfaction and… this is precisely what has motivated me to research and write about the subject, since many organisations assume that simply trying to motivate employees will automatically create satisfaction, leading them to achieve better results, or that motivation will automatically produce greater performance, resulting in satisfaction.
Motivation is a phenomenon that precedes behaviour and is based on future considerations regarding the consequences of performance, whereas satisfaction is an attitude that arises as a consequence of behaviour and reflects people’s feelings about the rewards they receive.
Scholars in these fields have had some differences of opinion on this matter. In his Motivation–Hygiene theory, Herzberg discusses them in the same sense, although most writings produced in recent times clearly show their difference. Hersey, Blanchard and Johnson openly define it in “Management of Organizational Behavior: Situational Leadership”: “Satisfaction is a consequence of past events, whereas motivation is the result of expectations for the future.”
Motivating does not automatically mean that people are being satisfied, nor even that the desired or appropriate results will be achieved. Nor can it be claimed that a satisfied employee will attain high productivity levels.
For motivation to result in high productivity, certain other elements are needed, such as: employee training, the perception of their role within the organisation, access to the resources required to perform their duties, and identification with the organisation. Together, these elements can turn a given degree of motivation into a high level of performance.
Research has yielded findings regarding the relationship between motivation and performance. McClelland notes that: “as motivation increases in intensity, it first causes an increase in the efficiency of instrumental activity, and then decreases it”. In this regard, Vroom and Deci offer a couple of possible explanations. The first is the narrowing of the field of understanding that occurs when an individual, highly motivated to achieve a goal, focuses attention on the specific cues leading to the outcome and overlooks important information. The second is that high levels of motivation tend to be associated with strong emotional states such as anxiety, which impair performance.
The interrelationship between Motivation, Satisfaction and even Performance could be seen as a circular network of influences, in reality far removed from the superficial connections established through simple deduction or automatically within companies. Motivation translates into high performance when accompanied by ability, knowledge of one’s role, the availability of resources and identification with the organisation. That high productivity can lead to extrinsic and intrinsic rewards that generate satisfaction. The satisfaction achieved feeds expectations for future behaviour, increasing motivation for new performance.
The motivation–performance–satisfaction cycle must be closely monitored by organisational management, nurtured and sustained in order to maintain in crescendo the expected indicators and results.
Motivate: To provide a reason for something. To explain the motive or reason for something. Motive: That which moves or may be moved. The compelling cause that determines the will. A reason or cause that prompts one to do something. Satisfaction: The action of satisfying. The manner in which one is contented and fully responds to a complaint or reason. Presumption, boasting, vainglory. Confidence or peace of mind. Fulfilment of a desire or pleasure. Satisfy: To pay what is owed. To perform an expiatory act deserving forgiveness for a fault. To calm or appease the passions. To settle or soothe a complaint or feeling. To redress a grievance or offence. To sate an appetite or passion. To resolve a doubt or difficulty. To reward merit fairly. To avenge a grievance. For the offended party to defend their honour by compelling the offender to redress the grievance. To be convinced by an effective argument of a doubt or complaint raised. Satisfied: Conceited, pleased with oneself. Prize, payment, satisfaction, reward.The dictionary motivated me; however, its definitions did not satisfy me. Therefore, I have not reached the expected result and must continue my search…
As I continued, I came across countless articles, studies and entire books on the subject of motivation.
These concepts, framed within human behaviour, are extremely difficult to define specifically because of the differing attitudes and behaviours among individuals, although these assessments are generalised and measured and expressed in this way.
Motivation is the result of the interaction between the individual and the situation; therefore, when analysing motivation, we must bear in mind that its level may vary both between individuals and within the same individual at different times and under different circumstances.
Returning to the outcome of the dictionary search, the difference between the two concepts quickly becomes apparent: motivation does not at any point mean satisfaction and… this is precisely what has motivated me to research and write about the subject, since many organisations assume that simply trying to motivate employees will automatically create satisfaction, leading them to achieve better results, or that motivation will automatically produce greater performance, resulting in satisfaction.
Motivation is a phenomenon that precedes behaviour and is based on future considerations regarding the consequences of performance, whereas satisfaction is an attitude that arises as a consequence of behaviour and reflects people’s feelings about the rewards they receive.
Scholars in these fields have had some differences of opinion on this matter. In his Motivation–Hygiene theory, Herzberg discusses them in the same sense, although most writings produced in recent times clearly show their difference. Hersey, Blanchard and Johnson openly define it in “Management of Organizational Behavior: Situational Leadership”: “Satisfaction is a consequence of past events, whereas motivation is the result of expectations for the future.”
Motivating does not automatically mean that people are being satisfied, nor even that the desired or appropriate results will be achieved. Nor can it be claimed that a satisfied employee will attain high productivity levels.
For motivation to result in high productivity, certain other elements are needed, such as: employee training, the perception of their role within the organisation, access to the resources required to perform their duties, and identification with the organisation. Together, these elements can turn a given degree of motivation into a high level of performance.
Research has yielded findings regarding the relationship between motivation and performance. McClelland notes that: “as motivation increases in intensity, it first causes an increase in the efficiency of instrumental activity, and then decreases it”. In this regard, Vroom and Deci offer a couple of possible explanations. The first is the narrowing of the field of understanding that occurs when an individual, highly motivated to achieve a goal, focuses attention on the specific cues leading to the outcome and overlooks important information. The second is that high levels of motivation tend to be associated with strong emotional states such as anxiety, which impair performance.
The interrelationship between Motivation, Satisfaction and even Performance could be seen as a circular network of influences, in reality far removed from the superficial connections established through simple deduction or automatically within companies. Motivation translates into high performance when accompanied by ability, knowledge of one’s role, the availability of resources and identification with the organisation. That high productivity can lead to extrinsic and intrinsic rewards that generate satisfaction. The satisfaction achieved feeds expectations for future behaviour, increasing motivation for new performance.
The motivation–performance–satisfaction cycle must be closely monitored by organisational management, nurtured and sustained in order to maintain in crescendo the expected indicators and results.