Chapter 8 Motivation and Empowerment 2015 Cengage Learning

Chapter 8 Motivation and Empowerment © 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. 6 e

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 © 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. 2

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 © 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. 3

Learning Objectives • Build a thriving workforce by giving people a sense of making progress toward meaningful goals © 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. 4

Exhibit 8. 1 - A Simple Model of Motivation © 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. 5

Types of Rewards Intrinsic rewards • Internal satisfactions a person receives in the process of performing a particular action • Appeal to the higher needs of individuals Extrinsic rewards • Given by another person, typically a supervisor • Pay raise and promotions • Appeal to the lower needs of individuals © 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. 6

Exhibit 8. 2 - Needs of People and Motivation Methods © 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. 7

Exhibit 8. 3 - Four Categories of Motives 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. 8

Needs-Based Theory of Motivation Hierarchy of needs theory • Maslow’s theory proposes that humans are motivated by multiple needs and those needs exist in a hierarchical order Two-factor 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 Acquired needs theory • Mc. Clelland’s theory proposes that certain types of needs are acquired during an individual’s lifetime • Need for achievement, affiliation, and power © 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. 9

Exhibit 8. 4 - Maslow’s Hierarchy of Needs © 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. 10

Exhibit 8. 5 - Herzberg’s Two-Factor Theory © 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. 11

Other Motivation Theories Reinforcement theory • Looks at the relationship between behavior and its consequences • Behavior modification: Set of techniques by which reinforcement theory is used to modify behavior Expectancy theory • Motivation depends on individuals’ mental expectations about their ability to perform tasks and receive desired rewards Equity 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 © 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. 12

Exhibit 8. 6 - Shaping Behavior with Reinforcement © 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. 13

Exhibit 8. 7 - Key Elements of Expectancy Theory © 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. 14

Exhibit 8. 8 - The Job Characteristics Model 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. 15

Exhibit 8. 9 - The Empowerment Continuum © 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. 16