Motivation and Empowerment

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Chapter 8

• Motivation and Empowerment

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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

• 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 ?

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Ex. 8.1 A Simple Model of Motivation
Behavior Results in actions to fulfill needs
Rewards Satisfy needs intrinsic or extrinsic
rewards
Need Creates desire to fulfill needs (money,
friendship, recognition, achievement)
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.
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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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Ex. 8.2 Examples of Intrinsic and Extrinsic
Rewards
Extrinsic
Intrinsic
Individual
Large merit increase
Feeling of self-fulfillment
Pride in being part of a winning organization
Insurance benefits
Systemwide
Individual rewards differ among individuals
within the same organization or department
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Ex. 8.3 Needs of People and Motivation Methods
Needs of people
Conventional management
Leadership
Lower needs
Higher needs
Carrot and stick (Extrinsic)
Empowerment (Intrinsic)
Growth and fulfillment
Control people
Best effort
Adequate effort
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Ex. 8.4 Maslows Hierarchy of Needs
Need Hierarchy
Fulfillment on the Job
Opportunities for advancement, autonomy, growth,
creativity
Self-actualization Needs
Recognition, approval, high status, increased
responsibilities
Esteem Needs
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
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Herzbergs Two-Factor Theory

• Hygiene Factor - work condition related to
  dissatisfaction caused by discomfort or pain
• maintenance factor
• contributes to employees 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

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Ex. 8.5 Herzbergs Two-Factor Theory
Highly Satisfied
Motivators Achievement Recognition Responsibility
Work itself Personal growth
Motivators influence level of satisfaction
Area of Satisfaction
Neither Satisfied nor Dissatisfied
Hygiene Factors Work conditions Pay/security Co.
policies Supervisors
Hygiene factors influence level of dissatisfaction
Area of Dissatisfaction
Interpersonal. relationships
Highly Dissatisfied
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Motivation-Hygiene Combinations
(Motivation M, Hygiene H)
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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
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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

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• 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.

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Reinforcement Punishment Strategies
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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 students
  grade for each observed absence but there is no
  effect on a students grade for attendance.

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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.

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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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McClellands Need TheoryNeed 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

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McClellands Need TheoryNeed for Power

• Need for Power - a manifest (easily perceived)
  need that concerns an individuals need to make
  an impact on others, influence others, change
  people or events, and make a difference in life
• Personal or socialized

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McClellands Need TheoryNeed for Affiliation
Need for Affiliation - a manifest (easily
perceived) need that concerns an individuals
need to establish and maintain warm, close,
intimate relationships with other people
What combination of needs are present in the best
managers?
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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
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Ex. 8.6 Key Elements of Expectancy Theory
Will putting effort into the task lead to the
desired performance?
E gt P expectancy Effort Performance
Will high performance lead to the desired
outcomes?
P gt O expectancy Performance Outcomes
Valence value of outcomes (pay, recognition,
other rewards)
Are the available outcomes highly valued?
Motivation
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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
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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 peoples
  motivation to work as a group

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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 years routine effort
• Shipping time, even with defects
• Quarterly earnings

See the three major obstacles to fixing reward
systems on p. 314
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Empowerment

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

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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

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Other approaches

• Employee ownership
• Gainsharing
• Pay for knowledge
• Pay for performance
• Job enrichment
• Goals setting?

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Job Characteristics Model
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Examples of high and low job characteristics
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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

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• 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 ones 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 ones
  work, whereby time passes quickly and one has
  difficulties with detaching oneself from work

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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?
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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?