Motivation and Empowerment

1

• Motivation and Empowerment

2
The POWER ofMotivation and Empowerment

• Here are the three factors that affect employee
  motivation as based on research
• Alignment of employees directives with the
  companys mission and vision.
• Employees faith and commitment.
• Trust in their direct supervisor.

3
How to determine MOTIVATION

• I think education is power. I think that being
  able to communicate with people is power. One of
  my main goals on the planet is to encourage
  people to EMPOWER themselves.
• Oprah Winfrey

4
How to determine MOTIVATION

• There's a basic philosophy here that by
  empowering...workers you'll make their jobs far
  more interesting, and they'll be able to work at
  a higher level than they would have without all
  that information just a few clicks away.
• Bill Gates

5
Motivation
The forces either internal or external to a
person that arouse enthusiasm and persistence to
pursue a certain course of action
6
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
7
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

8
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
9
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
10
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
Heat, air, base salary
11
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
12
Reinforcement Theory

• Behavior Modification the set of techniques by
  which reinforcement theory used to modify
  behavior.
• Law of effect positively reinforced behavior
  tends to be repeated and behavior that is not
  reinforced is not repeated.

13
Reinforcement Theory

• Reinforcement anything that causes a certain
  behavior to be repeated or inhibited.
• Positive reinforcement a pleasant and rewarding
  consequence following a behavior.
• Negative reinforcement the withdrawal of an
  unpleasant consequence once a behavior is
  improved. (avoidance learning)

14
Reinforcement Theory

• Reinforcement
• Punishment the imposition of unpleasant
  outcomes following undesirable behavior.
• Extinction the withdrawal of a positive reward
  so that behavior is no longer reinforce and
  therefore less likely to occur in the future.

15
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

16
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
17
Equity Theory
A theory that proposes that people are motivated
to seek social equity in the rewards they expect
for performance
18
Equity Theory

• Equity when my outcomes to inputs equals the
  ratio of others in work group.
• Inequity when my outcomes to inputs to do not
  equal the ratio of others in work group.
• Outcomes pay recognition, promotions and other
  rewards
• Inputs education, experience, effort and
  ability

19
Carrot Stick Controversy

• Extrinsic rewards diminish intrinsic rewards.
• Extrinsic rewards are temporary.
• Extrinsic rewards assume people are driven by
  lower needs.
• Organizations are too complex for carrot and
  stick approaches.
• Carrot and stick approaches destroy peoples
  motivation to work as a group.

20
Managers Hope For But They Reward

• Teamwork and collaboration
• Innovative thinking and risk taking
• Development of people skills
• Employee involvement and empowerment
• High achievement
• Commitment to loyalty
• Long-term growth

• 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 on time, even with defects
• Quarterly earnings

21
Empowerment

• Power sharing the delegation of power or
  authority or to subordinates in the organization.

22
Elements of Empowerment

• Employees receive information about company
  performance
• Employees receive knowledge and skills to
  contribute to the 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.

23
How To Diagnose the need for Empowerment

• Do people seem uninterested in their work?
• Are absenteeism or turnover rates too high?
• Do people lack loyalty and team spirit?
• Is there a lack of communication among
  individuals?
• Is there a low level of pride in you company or
  group?
• Are costs too high product waste
  inefficiency?
• Is your product/service quality los?

24
Steps to Empowerment that lead to an Engaged
workforce

• Show/demonstrate TRUST IN PEOPLE!
• INVEST in people
• RECOGNIZE accomplishments (No Matter how small)
• EMPOWER decision making to your followers
• COMMUNICATE / COMMUNICATE/ COMMUNICATE!!

25
Motivational Programs

• Employee ownership
• Gainsharing
• Pay for knowledge
• Pay for performance
• Job enrichment

26
Engagement

• Being emotionally connected to the
  organization being fully involved in and
  enthusiastic about his or her work and who cares
  about the success of the organization.

27
Benefits of Delegation through EMPOWERMENT!

• Delegation gives leaders time to carry out
  important responsibilities in the areas necessary
  to meet your Vision.
• Delegation helps prepare employees for more
  difficult tasks and additional responsibility.
• It builds pride into the employees work.
• Delegation is the KEY to multiplying the
  effectiveness of the leader and group.
• 
  (See Exercise 14.1 p 465)