Job satisfaction is an outcome of employee judgements about the fairness of rewards provided by the firm (extrinsic rewards) and by the task at hand (intrinsic rewards). The link is easily broken if employees believe that: (a) intrinsic or extrinsic rewards are inadequate; (b) performance is measured poorly; or (c) rewards are unfairly distributed.
A supervisor can create motivation problems by believing that happy workers are productive workers. He may emphasise social and job security rewards over direct extrinsic rewards such as pay and bonuses.
Also he may down play the importance of performance appraisal (PA) because he does not want to ‘hurt anyone’s feelings’. Achievement-oriented employees are motivated by challenging goals having regular and detailed feedback: they depend on it for their satisfaction.
If it is unavailable their satisfaction may drop. Finally, the supervisor who emphasises job satisfaction over performance forgets the significance of employee productivity and performance in sustaining competitive advantage
A supervisor can create motivation problems by believing that happy workers are productive workers. He may emphasise social and job security rewards over direct extrinsic rewards such as pay and bonuses.
Also he may down play the importance of performance appraisal (PA) because he does not want to ‘hurt anyone’s feelings’. Achievement-oriented employees are motivated by challenging goals having regular and detailed feedback: they depend on it for their satisfaction.
If it is unavailable their satisfaction may drop. Finally, the supervisor who emphasises job satisfaction over performance forgets the significance of employee productivity and performance in sustaining competitive advantage
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