Leader as a Relationship Builder
Transcript of Leader as a Relationship Builder
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Chapter 8
Motivation and Empowerment
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Chapter Objectives
Recognize and apply the difference between
intrinsic and extrinsic rewards
Motivate others by meeting their higher!level
needs
"pply needs!based theory of motivation
#mplement individ$al and systemwide rewards
"void the disadvantages of %carrot!and!stic&'
motivation#mplement empowerment by providing the five
elements of information( &nowledge( discretion(
meaning( and rewards
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Motivation
*he forces either internal or external
to a person that aro$se enth$siasm
and persistence to p$rs$e a certain
co$rse of action
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Ex 8, " -imple Model of
Motivation
NeedCreates desire to
f$lfill needs .money(
friendship( recognition(
achievement
BehaviorRes$lts
in actions to f$lfill
needs
Rewards -atisfy
needs/ intrinsic or
extrinsic rewards
FeedbackReward informs person whether behavior was appropriate and sho$ld
be $sed again
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*ypes of Rewards
Intrinsic Rewards#nternal satisfactions a person receives in theprocess of performing a partic$lar action
Extrinsic RewardsRewards given by another person( typically as$pervisor( s$ch as pay increases andpromotions
Systemwide RewardsRewards that apply the same to all peoplewithin an organization or within a specificcategory or department
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Ex 82 Examples of #ntrinsic and
Extrinsic Rewards
Extrinsic #ntrinsic
#ndivid$al
-ystemwide
arge merit increase
#ns$rance benefits
3eeling of self!
f$lfillment
4ride in being part of
a %winning'
organization
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Ex 8) 6eeds of 4eople and
Motivation Methods
6eeds of people
Conventional
management
ower needs
Carrot and stic&
.Extrinsic7
Control people
"de$ate effort
eadership
9igher needs
Empowerment
.#ntrinsic7
:rowth and
f$lfillment
;est effort
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Ex 8+ Maslow
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Ex 80 9erzberg
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"c$ired 6eeds *heory
McClelland
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Ex 81 Bey Elements of
Expectancy *heory
E 4 expectancy
Effort 4erformance
4 O expectancy
4erformance O$tcomes
Dalence val$e of o$tcomes.pay( recognition( other
rewards7
Motivation
=ill p$tting effort into the tas& lead
to the desired performanceF
=ill high performance lead to the
desired o$tcomesF
"re the available o$tcomes highlyval$edF
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E$ity *heory
" theory that proposes that
people are motivated to see&
social e$ity in the rewards they
expect for performance