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Chapter 8Chapter 8

Motivation and EmpowermentMotivation and Empowerment

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“The ultimate measure of a man is not where he stands in moments of comfort and convenience, but where he stands at times of challenge and controversy”

– Dr. Martin Luther King, Jr.

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MotivationMotivation

The forces either internal or external to a person that arouse enthusiasm and persistence to pursue a certain course of action

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ExEx. . 8.18.1 A Simple Model of Motivation A Simple Model of Motivation

Need Creates desire to fulfill needs (money, friendship, recognition, achievement

Behavior Results in actions to fulfill needs

Rewards Satisfy needs: intrinsic or extrinsic rewards

Feedback Reward informs person whether behavior was appropriate and should be used again

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Types of RewardsTypes of Rewards

Intrinsic Rewards– Internal satisfactions a person receives in the process

of performing a particular action

Extrinsic Rewards– Rewards given by another person, typically a

supervisor, such as pay increases and promotions

Systemwide Rewards– Rewards that apply the same to all people within an

organization or within a specific category or department

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ExEx. . 8.28.2 Examples of Intrinsic and Examples of Intrinsic and Extrinsic RewardsExtrinsic Rewards

Extrinsic Intrinsic

Individual

Systemwide

Large merit increase

Insurance benefits

Feeling of self-fulfillment

Pride in being part of a “winning”

organization

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ExEx. . 8.38.3 Needs of People and Needs of People and Motivation MethodsMotivation Methods

Needs of people

Conventional management

Lower needs

Carrot and stick (Extrinsic)

Control people

Adequate effort

Leadership

Higher needs

Empowerment (Intrinsic)

Growth and fulfillment

Best effort

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ExEx. . 8.48.4 Maslow’s Hierarchy of Needs Maslow’s Hierarchy of Needs

Need Hierarchy

Self-actualization Needs

Esteem Needs

Belongingness Needs

Safety Needs

Physiological Needs

Fulfillment on the Job

Opportunities for advancement, autonomy, growth, creativity

Recognition, approval, high status, increased responsibilities

Work groups, clients, coworkers, supervisors

Safe work, fringe benefits, job security

Heat, air, base salary

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ExEx. . 8.58.5 Herzberg’s Two-Factor Theory Herzberg’s Two-Factor Theory

Area of Satisfaction

Area of Dissatisfaction

Motivators influence level of satisfaction

Hygiene factors influence level of dissatisfaction

Motivators

AchievementRecognitionResponsibilityWork itselfPersonal growth

Hygiene Factors

Work conditionsPay/securityCo. policiesSupervisors

Interpersonal. relationships

Highly Satisfied

Neither Satisfied nor Dissatisfied

Highly Dissatisfied

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Reinforcement TheoryReinforcement Theory

• Behavior Modification – the set of techniques by which reinforcement theory used to modify behavior.

• Law of effect – positively reinforced behavior tends to be repeated and behavior that is not reinforced is not repeated.

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Reinforcement TheoryReinforcement Theory

• Reinforcement – anything that causes a certain behavior to be repeated or inhibited.– Positive reinforcement: a pleasant and

rewarding consequence following a behavior.

– Negative reinforcement: the withdrawal of an unpleasant consequence once a behavior is improved. (avoidance learning)

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Reinforcement TheoryReinforcement Theory

• Reinforcement

– Punishment: the imposition of unpleasant outcomes following undesirable behavior.

– Extinction: the withdrawal of a positive reward so that behavior is no longer reinforce and therefore less likely to occur in the future.

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Acquired Needs TheoryAcquired Needs Theory

• McClelland’s theory that proposes that certain types of needs are acquired during an individual’s lifetime

• Three needs most frequently studied:– Need for achievement– Need for affiliation– Need for power

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ExEx. . 8.6 8.6 Key Elements of Expectancy Key Elements of Expectancy TheoryTheory

E > P expectancyEffort Performance

P > O expectancyPerformance Outcomes

Valence – value of outcomes(pay, recognition, other

rewards)

Motivation

Will putting effort into the task lead to the desired performance?

Will high performance lead to the desired outcomes?

Are the available outcomes highly valued?

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Equity TheoryEquity Theory

A theory that proposes that people are motivated to seek social equity in the rewards they expect for performance

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Equity TheoryEquity Theory

• Equity = when my outcomes to inputs equals the ratio of other’s in work group.

• Inequity = when my outcomes to inputs to do not equal the ratio of other’s in work group.

• Outcomes: pay recognition, promotions and other rewards

• Inputs: education, experience, effort and ability

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Carrot Stick ControversyCarrot Stick Controversy

• Extrinsic rewards diminish intrinsic rewards.

• Extrinsic rewards are temporary.• Extrinsic rewards assume people are

driven by lower needs.• Organizations are too complex for carrot

and stick approaches.• Carrot and stick approaches destroy

people’s motivation to work as a group.

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Managers Hope For But They RewardManagers Hope For But They Reward

• Teamwork and collaboration

• Innovative thinking and risk taking

• Development of people skills

• Employee involvement and empowerment

• High achievement

• Commitment to loyalty

• Long-term growth

• The Best individual performers

• Proven methods and not making mistakes

• Technical achievements and accomplishments

• Tight control over operations and resources

• Another year’s routine effort

• Shipping on time, even with defects

• Quarterly earnings

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EmpowermentEmpowerment

Power sharing; the delegation of power or authority or to subordinates in the

organization.

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Elements of EmpowermentElements of Empowerment

• Employees receive information about company performance

• Employees receive knowledge and skills to contribute to the company goals.

• Employees have the power to make substantive decisions.

• Employees understand the meaning and impact of their jobs.

• Employees are rewarded based on company performance.

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EngagementEngagement

Being emotionally connected to the organization; being fully involved in and enthusiastic about his or her work and who cares about the success of the organization.

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Motivational ProgramsMotivational Programs

• Employee ownership

• Gainsharing

• Pay for knowledge

• Pay for performance

• Job enrichment