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positive attitude 
to their work and to the organisation, and to experience 
job satisfaction
. 
1.3 How useful is 'motivation' as a concept? 
Motivation
is a useful concept, despite the fact that the 
impact 
of motivation, job satisfaction and 
morale on performance are difficult to measure
.
The impact
 
of motivation and job satisfaction on 
performance
is difficult to measure accurately. 
(a) 
Motivation is about getting 
extra
levels of commitment and performance from employees, over 
and above mere compliance with rules and procedures. If individuals can be motivated, by one 
means or another, they might work more efficiently (and productivity will rise) or they will 
produce a better quality of work. 
(b) 
The case for job satisfaction as a factor in improved performance is not proven.
(c) 
The key is to work 'smarter' – not necessarily 'harder'. 
Morale 
is a term drawn primarily from a military context, to denote the state of mind or spirit of a group 
(esprit de corps), particularly regarding 
discipline 
and 
confidence
. It can be related to satisfaction, since 
low morale implies a state of dissatisfaction. 
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PART D: LEADING AND MANAGING INDIVIDUALS AND TEAMS 
 
380
 
The signs by which 
low
morale or dissatisfaction 
are gauged are also ambiguous. 
(a) 
Low productivity 
is not invariably a sign of low morale. There may be more concrete problems 
(eg with work organisation or technology). 
(b) 
High labour turnover 
is not a reliable indicator of low morale: the age structure of the workforce 
and other factors in natural wastage will need to be taken into account. Low turnover, likewise, is 
no evidence of high morale: people may be staying because of a lack of other opportunities in the 
local job market, for example. 
However, there is some evidence that satisfaction correlates with mental health, so symptoms of