1. Motivation and Empowerment
Chapter 8
Motivation and Empowerment

2. Motivation
The forces either internal or external to a person that arouse enthusiasm and persistence to pursue a certain course of action
The process of arousing and sustaining goal-directed behavior
Who is responsible for this?
Motivation is an attribution
What is the role of money as a motivator ?

3. Two football coaches have a lot to teach screaming managers:
How does this article challenge your assumptions about motivation?
If screaming gets results, is screaming OK? Why or why not?

4. Ex. 8.1 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
Need: state or condition within an individual that generates movement
toward some outcome or reward.

5. Types of Rewards Intrinsic Rewards Extrinsic 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

6. Ex. 8.2 Examples of Intrinsic and Extrinsic Rewards
Individual
Large merit increase
Feeling of self-fulfillment
Pride in being part of a “winning” organization
Systemwide
Insurance benefits
Individual rewards: differ among individuals within the same organization
or department

7. Ex. 8.3 Needs of People and Motivation Methods
Conventional management
Leadership
Lower needs
Higher needs
Carrot and stick (Extrinsic)
Empowerment (Intrinsic)
Growth and fulfillment
Control people
Best effort
Adequate effort

8. Ex. 8.4 Maslow’s Hierarchy of Needs
Need Hierarchy
Fulfillment on the Job
Opportunities for advancement, autonomy, growth, creativity
Self-actualization Needs
Esteem Needs
Recognition, approval, high status, increased responsibilities
Belongingness Needs
Work groups, clients, coworkers, supervisors
Safety Needs
Safe work, fringe benefits, job security
Physiological Needs
Food, shelter, base salary
Deficiency vs. growth needs

9. Herzberg’s Two-Factor Theory
Hygiene Factor - work condition related to dissatisfaction caused by discomfort or pain
maintenance factor
contributes to employee’s feeling not dissatisfied
contributes to absence of complaints
Motivators - work conditions related to the satisfaction of the need for psychological growth
job enrichment
leads to superior performance & effort

10. Ex. 8.5 Herzberg’s Two-Factor Theory
Highly Satisfied
Motivators
Achievement
Recognition
Responsibility
Work itself
Personal growth
Area of Satisfaction
Motivators influence level of satisfaction
Neither Satisfied nor Dissatisfied
Hygiene Factors
Work conditions
Pay/security
Co. policies
Supervisors
Area of Dissatisfaction
Hygiene factors influence level of dissatisfaction
Interpersonal. relationships
Highly Dissatisfied

11. Motivation-Hygiene Combinations
(Motivation = M, Hygiene = H)

12. Reinforcement Theory
Looks at the relationship between behavior and its consequences by changing or modifying followers’ on-the-job behavior through the appropriate use of immediate rewards or punishments
Behavior is a function of its consequences

13. Behavior modification
Law of effect: positively reinforced behaviors tends to be repeated and behavior that is not reinforced tends to not be repeated.
Positive consequences: results of a behavior that a person finds attractive or pleasurable
Negative consequences: results of a behavior that a person finds unattractive or aversive

14. Positive reinforcement: the administration of a pleasant and rewarding consequence following a behavior
Negative reinforcement: the withdrawal of an unpleasant consequence once a behavior is improved. Avoidance learning.
Punishment: the imposition of unpleasant outcomes on an employee following undesirable behavior
Extinction: the attempt to weaken a behavior by attaching no consequences to it.

15. Reinforcement & Punishment Strategies

16. Examples of Negative Reinforcement
Focused on desirable behaviors that occur more frequently:
If a clerical worker feels that being ahead is a favorable condition, the worker will be motivated to work hard in order to avoid the unpleasant state of being behind.
An instructor deducts 10 points from a student’s grade for each observed absence but there is no effect on a student’s grade for attendance.
Example of an alarm in a child’s room.

17. Examples of Punishment
Focused on undesirable behaviors that should occur very infrequently:
If you exhibit unprofessional behavior in this class, you will lose a letter grades
If you are caught cheating on an exam, you could fail the course
If you steal something at work, you will be terminated.

18. Acquired 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

19. McClelland’s Need Theory: Need for Achievement
Need for Achievement - a manifest (easily perceived) need that concerns individuals’ issues of excellence, competition, challenging goals, persistence, and overcoming difficulties
Set moderate goals
Seek feedback
Stay focused

20. McClelland’s Need Theory: Need for Power
Need for Power - a manifest (easily perceived) need that concerns an individual’s need to make an impact on others, influence others, change people or events, and make a difference in life
Personal or socialized

21. McClelland’s Need Theory: Need for Affiliation
Need for Affiliation - a manifest (easily perceived) need that concerns an individual’s need to establish and maintain warm, close, intimate relationships with other people
What combination of needs are present in the best managers?

22. Expectancy Theory of Motivation: Key Constructs
Valence - value or importance placed on a particular reward
Expectancy - belief that effort leads to performance
Instrumentality - belief that performance is related to rewards

23. Ex. 8.6 Key Elements of Expectancy Theory
Will putting effort into the task lead to the desired performance?
E > P expectancy
Effort Performance
Will high performance lead to the desired outcomes?
P > O expectancy
Performance Outcomes
Valence – value of outcomes
(pay, recognition, other rewards)
Are the available outcomes highly valued?
Motivation

24. Theory of Inequity
Inequity – the situation in which a person perceives he or she is receiving less than he or she is giving, or is giving less than he or she is receiving
People are motivated when they see themselves
in a position they believe is unfair. They will be motivated to either change their behavior or change their perceptions in order to restore equity

25. Carrot-and-stick controversy
Extrinsic rewards diminish intrinsic rewards
Extrinsic rewards are temporary
Extrinsic rewards assume people are driven by lower order needs
Organizations are too complex for carrot-and-stick approaches
Carrot-and-stick approaches destroy people’s motivation to work as a group

26. On the folly of rewarding A while hoping for B
Mangers hope for:
Teamwork and collaboration
Innovative thinking and risk taking
Development of people skills
Employee involvement and empowerment
High achievement
Commitment to quality
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 year’s routine effort
Shipping time, even with defects
Quarterly earnings
See the three major obstacles to fixing reward systems on p. 241

27. Empowerment
Power sharing: the delegation of power or authority to subordinates in the organization. What’s wrong with this concept?
Empowerment: being enabled to make independent decisions and take effective action

28. Elements of empowerment
Information about company performance
Knowledge and skills to contribute to company goals
Power to make substantive decisions
Understanding the meaning and impact of your job
Rewards based on company performance

29. Other approaches Employee ownership Gainsharing Pay for knowledge
Pay for performance
Job enrichment
Goal setting?
Problems with?

30. Job Characteristics Model
Skill variety
Task identity
Task significance
Autonomy
Feedback
Core job
dimensions
Experienced work’s
meaningfulness
Experienced
responsibility
for work’s outcomes
Knowledge of work
activities’ results
Critical
psychological
states
High internal
work motivation
High-quality
work performance
High satisfaction
with the work
Low absenteeism
and turnover
Personal and
work outcomes
Employee growth,need, strength

31. Examples of high and low job characteristics

32. Engagement: pp 246-249 Bookshelf: First break all the rules
The strength of a workplace depends upon engaged employees
Leaders
Recognize that you have no control
Build on the talents of employees
Focus people on performance

33. Engagement is a positive, fulfilling, work-related state of mind that is characterized by vigor, dedication, and absorption. Rather than a momentary and specific state, engagement refers to a more persistent and pervasive affective-cognitive state that is not focused on any particular object, event, individual, or behavior. Vigor is characterized by high levels of energy and mental resilience while working, the willingness to invest effort in one’s work, and persistence even in the face of difficulties. Dedication refers to being strongly involved in one's work and experiencing a sense of significance, enthusiasm, inspiration, pride, and challenge. Absorption is characterized by being fully concentrated and happily engrossed in one’s work, whereby time passes quickly and one has difficulties with detaching oneself from work

34. Gallup Q-12 Engagement – cause or effect?
I know what is expected of me at work.
I have the materials and equipment I need to do my work right.
At work, I have the opportunity to do what I do best everyday.
In the last seven days, I have received recognition or praise for doing good work.
My supervisor, or someone at work, seems to care about me as a person.
There is someone at work who encourages my development.
At work, my opinions seem to count.
The mission or purpose of my company makes me feel my job is important
My associates or fellow employees are committed to doing quality work.
I have a best friend at work.
In the last six months, someone at work has talked to me about my progress.
This last year, I have had opportunities at work to learn and grow.
#13: How satisfied are you with ________ as a place to work?

35. When I am working, I feel mentally strong
VIGOR
When I am working, I feel mentally strong
I can continue for a very long time when I am working
When I work at my current job, I feel like I am bursting with energy
At my job, I feel strong and vigorous
When I get up in the morning, I feel like going to work
DEDICATON
I find my work to be full of meaning and purpose
My work inspires me
I am enthusiastic about my job
I am proud of the work that I do
I find my work challenging
ABSORBTION
Time flies when I am working
When I am working, I forget everything else around me
I feel very happy when I am working intensively
I can get carried away when I am working
I am immersed in my work

36. Engagement Cause (examples: Q12) Effect (examples) My work inspires me
I have a best friend at work
I know what is expected of me at work
My opinions seem to count
My supervisor seems to care about me
Effect (examples)
My work inspires me
I am immersed in my work
When I get up in the morning, I feel like going to work
I feel very happy when I am working intensively

37. Evidence-Based Management
What is evidence-based management?
What are six substitutes that managers often use for the best evidence?
What are the four things leaders can do to create a new-mindset of evidence-based management?
What is the nasty side effect for leaders that practice evidence-based management?