Bài giảng Leadership - Chapter 8 Motivation and Empowerment

Chapter 8Motivation and Empowerment1Chapter ObjectivesRecognize and apply the difference between intrinsic and extrinsic rewards.Motivate others by meeting their higher-level needs.Apply needs-based theory of motivation.Implement individual and systemwide rewards.Avoid the disadvantages of “carrot-and-stick” motivation.Implement empowerment by providing the five elements of information, knowledge, discretion, meaning, and rewards.2MotivationThe forces either internal or external to a person that arouse enthusiasm and persistence to pursue a certain course of action3Ex. 8.1 A Simple Model of MotivationNeed Creates desire to fulfill needs (money, friendship, recognition, achievementBehavior Results in actions to fulfill needsRewards Satisfy needs: intrinsic or extrinsic rewardsFeedback Reward informs person whether behavior was appropriate and should be used again4Types of RewardsIntrinsic RewardsInternal satisfactions a person receives in the process of performing a particular actionExtrinsic RewardsRewards given by another person, typically a supervisor, such as pay increases and promotionsSystemwide RewardsRewards that apply the same to all people within an organization or within a specific category or department5Ex. 8.2 Examples of Intrinsic and Extrinsic RewardsExtrinsicIntrinsicIndividualSystemwideLarge merit increaseInsurance benefitsFeeling of self-fulfillmentPride in being part of a “winning” organization6Ex. 8.3 Needs of People and Motivation MethodsNeeds of peopleConventional managementLower needsCarrot and stick (Extrinsic)Control peopleAdequate effortLeadershipHigher needsEmpowerment (Intrinsic)Growth and fulfillmentBest effort7Ex. 8.4 Maslow’s Hierarchy of NeedsNeed HierarchySelf-actualization NeedsEsteem NeedsBelongingness NeedsSafety NeedsPhysiological NeedsFulfillment on the JobOpportunities for advancement, autonomy, growth, creativityRecognition, approval, high status, increased responsibilitiesWork groups, clients, coworkers, supervisorsSafe work, fringe benefits, job securityHeat, air, base salary8Ex. 8.5 Herzberg’s Two-Factor TheoryArea of SatisfactionArea of DissatisfactionMotivators influence level of satisfactionHygiene factors influence level of dissatisfactionMotivatorsAchievementRecognitionResponsibilityWork itselfPersonal growthHygiene FactorsWork conditionsPay/securityCo. policiesSupervisorsInterpersonal. relationshipsHighly SatisfiedNeither Satisfied nor Dissatisfied Highly Dissatisfied9Acquired Needs TheoryMcClelland’s theory that proposes that certain types of needs are acquired during an individual’s lifetimeThree needs most frequently studied:Need for achievementNeed for affiliationNeed for power10Ex. 8.6 Key Elements of Expectancy TheoryE > P expectancyEffort PerformanceP > O expectancyPerformance OutcomesValence – value of outcomes(pay, recognition, other rewards)MotivationWill putting effort into the task lead to the desired performance?Will high performance lead to the desired outcomes?Are the available outcomes highly valued?11Equity TheoryA theory that proposes that people are motivated to seek social equity in the rewards they expect for performance12