1.5 hour deadline
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8.pptChapter 8
Motivation and Empowerment
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Learning Objectives
Recognize and apply the difference between intrinsic and extrinsic rewards
Tap into the motives that induce people to take action to accomplish important goals
Motivate others by meeting their higher-level needs
Apply needs-based theories of motivation and understand how the concept of equity applies to motivation
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Learning Objectives
Describe the psychological and structural elements of empowerment and how empowerment contributes to motivation
Apply the job characteristics model to enrich jobs
Identify factors that play a role in employee engagement and use engagement to meet higher level needs
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Learning Objectives
Build a thriving workforce by giving people a sense of making progress toward meaningful goals
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Motivation
Forces either internal or external to a person that arouse enthusiasm and persistence to pursue a certain course of action
Motivation plays a role in employee productivity
Motivational theory can be used to:
Satisfy followers’ needs
Encourage better work performance
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 8.1 - A Simple Model of Motivation
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Types of Rewards
Internal satisfactions a person receives in the process of performing a particular action
Appeal to the higher needs of individuals
Intrinsic rewards
Given by another person, typically a supervisor
Pay raise and promotions
Appeal to the lower needs of individuals
Extrinsic rewards
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 8.2 - Needs of People and Motivation Methods
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 8.3 - Four Categories of Motives
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Source: Based on Bruce H. Jackson, “Influence Behavior: Become a Master Motivator,” Leadership Excellence (April 2010), p. 14
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Needs-Based Theory of Motivation
Maslow’s theory proposes that humans are motivated by multiple needs and those needs exist in a hierarchical order
Hierarchy of needs theory
Hygiene factors: Involves the presence or absence of job dissatisfiers, such as working conditions, pay, company policies, and interpersonal relationships
Motivators: Involves job satisfaction and meeting higher-level needs such as achievement, recognition, and opportunity for growth
Two-factor theory
McClelland’s theory proposes that certain types of needs are acquired during an individual’s lifetime
Need for achievement, affiliation, and power
Acquired needs theory
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 8.4 - Maslow’s Hierarchy of Needs
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 8.5 - Herzberg’s Two-Factor Theory
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Other Motivation Theories
Looks at the relationship between behavior and its consequences
Behavior modification: Set of techniques by which reinforcement theory is used to modify behavior
Reinforcement theory
Motivation depends on individuals’ mental expectations about their ability to perform tasks and receive desired rewards
Expectancy theory
People are motivated to seek social equity in the rewards they receive for performance
State of equity - Ratio of one person’s outcomes to inputs equals the ratio of others’ in the work group
Inequity - Input/outcome ratios are out of balance
Equity theory
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 8.6 - Shaping Behavior with Reinforcement
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 8.7 - Key Elements of Expectancy Theory
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Empowerment
Delegation of power or authority to subordinates in the organization
Enhances motivation by meeting the higher-level needs of employees
To empower followers, leaders help them understand their importance and value
Provides followers with a direction within which to act freely
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Elements of Empowerment
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Employees receive:
Information about company performance
Knowledge and skills to contribute to company goals
Employees have the power to make substantive decisions
Employees understand the impact of jobs
Employees are rewarded based on company performance
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Job Design for Empowerment
Job design: Structuring jobs to meet higher level needs and increase motivation toward achieving goals
Job characteristics model: Considers the core job dimensions to enrich jobs and increase their motivational potential
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 8.8 - The Job Characteristics Model
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Source: Adapted from J. Richard hackman and G.R. Oldham, “Motivation through the design of Work: Test of a Theory,” Organizational Behavior Human Performance 16 (1976): 256
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Job Enrichment
Incorporates high-level motivators into the work
Job responsibility
Recognition
Opportunities for growth, learning, and achievement
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 8.9 - The Empowerment Continuum
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Engagement
Occurs when people in an organization:
Enjoy their work and are satisfied with their work conditions
Contribute enthusiastically to meeting goals
Have a sense of belonging and commitment
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
New Ideas for Motivation
Making progress principle
Important factor that boosts motivation, positive emotions, and perceptions is making progress toward meaningful goals
Leaders can:
Set clear objectives
Give people freedom
Give sufficient time and resources
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
New Ideas for Motivation
Help people see how they are contributing
Encourage people
Provide recognition
Give regular feedback
Thriving workforce
People are satisfied, productive, and engaged in creating a better future for themselves and the organization
Incorporates vitality and learning
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
