1. Chapter ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 1 Motivation and Empowerment 8

2. ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 2 Your Leadership Challenge Recognize and apply the difference between intrinsic and extrinsic rewards. Motivate others by meeting their higher- level needs. Apply needs-based theories of motivation. Implement individual and systemwide rewards. ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

3. 3 Your Leadership Challenge (cont.) Avoid the disadvantages of “carrot-and- stick” motivation. Implement employee engagement programs and empowerment to meet higher-level needs. ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

4. 4 Motivation The forces either internal or external to a person that arouse enthusiasm and persistence to pursue a certain course of action

5. ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 5 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

6. ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 6 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

7. ©2011 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 (contd.) Systemwide Rewards –Rewards that apply the same to all people within an organization or within a specific category or department Individual Rewards –Rewards that differ among individuals within the same organization or department 7

8. ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 8 Ex. 8.2 Examples of Intrinsic and Extrinsic Rewards ExtrinsicIntrinsic Individual Systemwide Large merit increase Insurance benefits Feeling of self- fulfillment Pride in being part of a “winning” organization

9. ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 9 Ex. 8.3 Needs of People and Motivation 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

10. ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Hierarchy of Needs Theory 10 Maslow’s theory proposes that humans are motivated by multiple needs and those needs exist in a hierarchical order.

11. ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 11 Ex. 8.4 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

12. ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Dimensions in the 2-Factor Theory Hygiene factors –Involve working conditions, pay, company policies, and interpersonal relationships. Motivators –Involve job satisfaction and meeting higher-level needs such as achievement, recognition, and opportunity for growth. 12

13. ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 13 Ex. 8.5 Herzberg’s Two-Factor Theory Area of Satisfaction Area of Dissatisfaction Motivators influence level of satisfaction Hygiene factors influence level of dissatisfaction Motivators Achievement Recognition Responsibility Work itself Personal growth Hygiene Factors Work conditions Pay/security Co. policies Supervisors Interpersonal. relationships Highly Satisfied Neither Satisfied nor Dissatisfied Highly Dissatisfied

14. ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 14 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

15. ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Reinforcement Theory A motivational theory that 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. 15

16. ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 16 Ex. 8.6 Key Elements of Expectancy Theory E > P expectancy Effort Performance P > O expectancy Performance 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?

17. ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 17 Equity Theory A theory that proposes that people are motivated to seek social equity in the rewards they expect for performance

18. ©2011 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 18 Power sharing, the delegation of power or authority to subordinates in the organization.

19. ©2011 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 Employees receive information about company performance. Employees receive knowledge and skills to contribute to 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. 19

20. ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Ex. 8.7 The Empowerment Continuum 20