Chapter 8
Motivation and Empowerment
1
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 goaldirected behavior
Who is responsible for this?
Motivation is an attribution
What is the role of money as a motivator ?
2
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?
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.
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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
Individual
Systemwide
Extrinsic
Intrinsic
Large merit increase
Feeling of selffulfillment
Insurance benefits
Pride in being part of
a “winning”
organization
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)
Control people
Growth and
fulfillment
Adequate effort
Best effort
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Ex. 8.4 Maslow’s Hierarchy of
Needs
Need Hierarchy
Self-actualization Needs
Fulfillment on the Job
Opportunities for advancement, autonomy,
growth, creativity
Esteem Needs
Recognition, approval, high status, increased
responsibilities
Belongingness Needs
Work groups, clients, coworkers, supervisors
Safety Needs
Physiological Needs
Safe work, fringe benefits, job security
Food, shelter, base salary
Deficiency vs. growth needs
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
Ex. 8.5 Herzberg’s Two-Factor
Theory
Highly Satisfied
Area of
Satisfaction
Motivators
Achievement
Recognition
Responsibility
Work itself
Personal growth
Motivators
influence level
of satisfaction
Neither Satisfied
nor Dissatisfied
Area of
Dissatisfaction
Hygiene
Factors
Work conditions
Pay/security
Co. policies
Supervisors
Hygiene factors
influence level of
dissatisfaction
Interpersonal. relationships
Highly Dissatisfied
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Motivation-Hygiene Combinations
High M
Low M
high motivation
low motivation
High H
few complaints
few complaints
high motivation
low motivation
Low H
many complaints many complaints
(Motivation = M, Hygiene = H)
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Reinforcement Theory

Looks at the relationship between
behavior and its consequences by
changing or modifying followers’ onthe-job behavior through the
appropriate use of immediate rewards
or punishments
Behavior is a function of its consequences
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Behavior modification

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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.
Reinforcement &
Punishment Strategies
Reinforcement
(desireable
behavior)
Punishment
(undesireable
behavior)
Positive
Consequences
Apply
Withhold
Negative
Consequences
Withhold
Apply
Examples of Negative Reinforcement

Focused on desirable behaviors that occur
more frequently:
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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.
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.

Acquired Needs Theory

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McClelland’s theory that proposes that
certain types of needs are acquired during
an individual’s lifetime
Three needs most frequently studied:

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Need for achievement
Need for affiliation
Need for power
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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
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
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?
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
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?
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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
Carrot-and-stick controversy
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Extrinsic rewards diminish intrinsic
rewards
Extrinsic rewards are temporary
Extrinsic rewards assume people are driven
by lower order needs
Organizations are too complex for carrotand-stick approaches
Carrot-and-stick approaches destroy
people’s motivation to work as a group
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On the folly of rewarding A
while hoping for B
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Mangers hope for:
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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:
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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
Empowerment
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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
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Elements of empowerment
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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
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Employee ownership
Gainsharing
Pay for knowledge
Pay for performance
Job enrichment
Goal setting?

Problems with?
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Job Characteristics Model
Core job
dimensions
Skill variety
Task identity
Task significance
Autonomy
Feedback
Critical
psychological
states
Experienced work’s
meaningfulness
Experienced
responsibility
for work’s outcomes
Knowledge of work
activities’ results
Employee
growth,need,
strength
Personal and
work outcomes
High internal
work motivation
High-quality
work performance
High satisfaction
with the work
Low absenteeism
and turnover
Examples of high and low job characteristics
Skill variety
High variety
Low variety
Task Identity
High identity
Low identity
The owner-operator of a garage who does electrical repair, rebuilds
engines, does body work, and interacts with customers
A bodyshop worker who sprays paint eight hours a day
A cabinetmaker who designs a piece of furniture, selects the wood,
builds the object, and finishes it to perfection
A worker in a furniture factory who operates a lathe solely to make
table legs
Task significance
High significance
Nursing the sick in a hospital intensive care unit
Low significance
Sweeping hospital floors
Autonomy
High autonomy
Low autonomy
Feedback
High feedback
Low feedback
A telephone installer who schedules his or her own work for the day,
makes visits without supervision, and decides on the most effective
techniques for a particular installation
A telephone operator who must handle calls as they come according to
a routine, highly specified procedure
An electronics factory worker who assembles a modem and then tests
it to determine if it operates properly
An electronics factory worker who assembles a modem and then routes
it to a quality control inspector who tests it for proper operation and
makes needed adjustments
Engagement: pp 246-249
Bookshelf: First break all the rules
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The strength of a workplace depends
upon engaged employees
Leaders
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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 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
Gallup Q-12 Engagement – cause or effect?
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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.
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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?
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
Engagement
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Cause (examples:
Q12)
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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
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Effect (examples)
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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
Evidence-Based Management
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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?