Chapter 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.
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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 higherlevel 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.
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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.
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Learning Objectives
• Build a thriving workforce by giving people
a sense of making progress toward
meaningful goals
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Exhibit 8.1 - A Simple Model
of Motivation
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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.
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Exhibit 8.2 - Needs of People
and Motivation Methods
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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.
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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
• McClelland’s theory proposes that certain types of needs are acquired
during an individual’s lifetime
• Need for achievement, affiliation, and power
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Exhibit 8.4 - Maslow’s Hierarchy
of Needs
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Exhibit 8.5 - Herzberg’s TwoFactor Theory
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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
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Exhibit 8.6 - Shaping
Behavior with Reinforcement
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Exhibit 8.7 - Key Elements of
Expectancy Theory
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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.
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Exhibit 8.9 - The Empowerment
Continuum
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