Chapter 8

1. Chapter 8 Motivation and Empowerment

2. 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 ?

3. 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?

4. 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.

5. 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

6. 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

7. 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

8. Ex. 8.4 Maslow’s 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

9. 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

10. Ex. 8.5 Herzberg’s 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

11. Motivation-Hygiene Combinations (Motivation = M, Hygiene = H)

12. 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

13. 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

14. 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.

15. Reinforcement & Punishment Strategies

16. 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 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.

17. Examples of Punishment • Focused on undesirable behaviors that should occur very infrequently: • If you exhibit unprofessionalbehavior 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.

18. Acquired Needs Theory • McClelland’s theory that proposes that certain types of needs are acquired during an individual’s lifetime • Three needs most frequently studied: • Need for achievement • Need for affiliation • Need for power

19. 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

20. 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

21. 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?

22. 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

23. Ex. 8.6 Key Elements of Expectancy Theory Will putting effort into the task lead to the desired performance? E > P expectancy Effort Performance Will high performance lead to the desired outcomes? P > O expectancy Performance Outcomes Valence – value of outcomes (pay, recognition, other rewards) Are the available outcomes highly valued? Motivation

24. 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

25. 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 people’s motivation to work as a group

26. 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 year’s routine effort Shipping time, even with defects Quarterly earnings On the folly of rewarding A while hoping for B See the three major obstacles to fixing reward systems on p. 241

27. Empowerment • 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

28. 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

29. Other approaches • Employee ownership • Gainsharing • Pay for knowledge • Pay for performance • Job enrichment • Goal setting? • Problems with?

30. Core job dimensions Critical psychological states Personal and work outcomes Skill variety Task identity Task significance Experienced work’s meaningfulness Experienced responsibility for work’s outcomes Knowledge of work activities’ results High internal work motivation High-quality work performance High satisfaction with the work Low absenteeism and turnover Autonomy Feedback Employee growth,need, strength Job Characteristics Model

31. Examples of high and low job characteristics

32. Engagement: pp 246-249Bookshelf: 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

33. 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. Vigoris 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. Dedicationrefers 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

34. 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?

35. 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

36. Engagement • Cause (examples: Q12) • 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 • Effect (examples) • 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

37. 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?