Scribd Logo
Upload

Welcome to Scribd!

  • 8 views

    Chapter 08

    Uploaded by

    jazib1921

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd

    Chapter 08

    Uploaded by

    jazib1921
    8 views14 pages

    Original Title

    Chapter 08 (1)

    Copyright

    © © All Rights Reserved

    Available Formats

    PPTX, PDF, TXT or read online from Scribd

    Did you find this document useful?

    Is this content inappropriate?

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    8 views14 pages

    Chapter 08

    Uploaded by

    jazib1921

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    of 14

    PRINCIPLES OF LEADERSHIP

    MOTIVATION & EMPOWERMENT


    SPRING 2023
    CHAPTER 08
    FAREED QURESHI
    CHAPTER OBJECTIVES
    • Recognize and apply the difference between intrinsic and extrinsic
    rewards.
    • Motivate others by meeting their higher-level needs.
    • Apply needs-based theory of motivation.
    • Avoid the disadvantages of “carrot-and-stick” motivation.
    • Implement empowerment by providing the five elements of
    information, knowledge, discretion, meaning, and rewards.
    MOTIVATION
    MOTIVATION is the PROCESS used to ALLOCATE
    ENERGY to MAXIMIZE the SATISFACTION of NEEDS

    • Direction: Which actions we will work on


    • Effort: How hard we will work on those actions
    • Persistence: How long we will work on those actions
    A SIMPLE MODEL OF MOTIVATION

    NEEDS BEHAVIORS REWARDS


    • Creates desire to • Results in actions to • Satisfy needs:
    fulfill needs fulfill needs intrinsic or extrinsic
    (money, friendship, rewards
    recognition,
    achievement

    Feedback Reward informs person whether behavior was appropriate and should be used
    again
    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
    System-wide Rewards
    • Rewards that apply the same to all people within an organization or within a
    specific category or department
    EXAMPLES OF INT. & EXT REWARDS

    Extrinsic Intrinsic

    Individual Large merit increase Feeling of self-


    fulfillment

    Pride in being part of a


    Systemwide Insurance benefits “winning” organization
    Needs of People and Motivation Methods
    NEEDS OF
    PEOPLE
    Conventional Leadership
    management

    Lower needs Higher needs

    Carrot and stick Empowerment


    (Extrinsic) (Intrinsic)

    Growth and
    Control people
    fulfillment

    Adequate effort Best effort


    7
    Maslow’s Hierarchy of Needs
    Need Hierarchy Fulfillment on the Job
    Self-actualization Needs Opportunities for advancement, autonomy, growth,
    creativity
    Esteem Needs Recognition, approval, high status, increased
    responsibilities
    Belongingness Needs Work groups, clients, coworkers, supervisors

    Safety Needs Safe work, fringe benefits, job security

    Physiological Needs Heat, air, base salary


    Herzberg’s Two-Factor Theory
    Highly Satisfied
    Area of Motivators Motivators
    influence level
    Satisfaction Achievement of satisfaction
    Recognition
    Responsibility
    Work itself
    Personal growth

    Neither Satisfied nor


    Dissatisfied

    Hygiene
    Area of Factors Hygiene factors
    Work conditions influence level of
    Dissatisfaction dissatisfaction
    Pay/security
    Co. policies
    Supervisors
    Interpersonal. relationships

    Highly Dissatisfied
    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
    Key Elements of Expectancy Theory
    Will putting effort into the task lead to
    E > P expectancy (Expectancy)
    the desired performance?
    Effort Performance

    Will high performance lead to the


    P > O expectancy (Instrumentality)
    desired outcomes?
    Performance Rewards

    Valence – value of outcomes


    (pay, recognition, other rewards)
    Are the available outcomes highly
    valued?

    Motivation
    EMPOWERMENT
    • Empowerment  Power sharing
    • Employees receive information about company performance.
    • Employees receive knowledge and skills to contribute to 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.
    THAT’S ALL FOR TODAY!!
    Students be like:

    You might also like