and
Empowerment
Empowerment
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The Motivation POWER of
The
Motivation and Empowerment
How to determine MOTIVATION
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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Motivation
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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. 8.1 A Simple Model of Motivation
8.1
Ex
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 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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. 8.2 Examples of Intrinsic and
8.2
Extrinsic Rewards
Extrinsic
Ex
Extrinsic
Individual
Systemwide
Intrinsic
Large merit increase
Feeling of selffulfillment
Insurance benefits
Pride in being part of
a winning
organization
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. 8.3 Needs of People and
8.3
Motivation Methods
Motivation
Ex
Needs of people
Conventional
management
Leadership
Lower needs
Higher needs
Carrot and stick
(Extrinsic)
Empowerment
(Intrinsic)
Control people
Growth and
fulfillment
Adequate effort
Best effort
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. 8.4 Maslows Hierarchy of Needs
8.4
Ex
Need Hierarchy
Self-actualization Needs
Fulfillment on the Job
Opportunities for advancement, autonomy,
growth, creativity
Esteem Needs
Recognition, approval, high status, increased
responsibilities
Belongingness Needs
Work groups, clients, coworkers, supervisors
Safety Needs
Physiological Needs
Safe work, fringe benefits, job security
Heat, air, base salary
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. 8.5 Herzbergs Two-Factor Theory
8.5
Ex
Highly Satisfied
Area of
Satisfaction
Motivators
Achievement
Recognition
Responsibility
Work itself
Personal growth
Motivators
influence level
of satisfaction
Neither Satisfied
nor Dissatisfied
Area of
Dissatisfaction
Hygiene
Factors
Work conditions
Pay/security
Co. policies
Supervisors
Hygiene factors
influence level of
dissatisfaction
Interpersonal. relationships
Highly Dissatisfied
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Reinforcement 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 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: withdrawal the of an
unpleasant consequence once a behavior is
improved. (avoidance learning)
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Reinforcement 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 Theory
McClellands theory that proposes that certain
types of needs are acquired during an
individuals lifetime
Three needs most frequently studied:
Need for achievement
Need for affiliation
Need for power
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. 8.6 Key Elements of Expectancy
Theory
Theory
Ex
E > P expectancy
Effort
Performance
P > O expectancy
Performance
Outcomes
Valence value of outcomes
(pay, recognition, other
rewards)
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?
Motivation
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Equity 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 Theory
Equity = when my outcomes to inputs equals the
ratio of others in work group.
Inequity = when my outcomes to inputs to do not
equal the ratio of others in work group.
Outcomes: pay recognition, promotions and
other rewards
Inputs: education, experience, effort and ability
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Carrot 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
peoples motivation to work as a group.
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Managers Hope For
Teamwork and
collaboration
Innovative thinking and
risk taking
Development of people
skills
Employee involvement
and empowerment
High achievement
Commitment to loyalty
Long-term growth
But They Reward
The Best individual
performers
Proven methods and not
making mistakes
Technical achievements
and accomplishments
Tight control over
operations and resources
Another years routine
effort
Shipping on time, even
with defects
Quarterly earnings
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Empowerment
Power sharing; the delegation of power or
authority or to subordinates in the
organization.
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Elements 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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Engagement
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 Programs
Employee ownership
Gainsharing
Pay for knowledge
Pay for performance
Job enrichment
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