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Module 6 Lecture Slides - 2023

leadership motivation

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Khổng Minh Hà 1DBA-38
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26 views33 pages

Module 6 Lecture Slides - 2023

leadership motivation

Uploaded by

Khổng Minh Hà 1DBA-38
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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MODULE 6

Motivation and Empowerment


Learning Objectives
• Identify and apply the difference between intrinsic
and extrinsic rewards.
• Understand the motives that encourage people to
take action to accomplish organisational goals
• Motivate others by meeting their higher level
needs.
• Apply needs-based theories of motivation.
Motivation

The forces, either internal or external to a


person, that arouse enthusiasm and
persistence to pursue a certain course of
action.
Motivation
• Employee motivation affects productivity
• Part of a leader’s job is to channel followers’
motivation toward the accomplishment of the
organization’s vision and goals
• Leaders use motivation theory to:
• Satisfy followers’ needs
• Encourage high work performance
A Simple Model of Motivation
Intrinsic and Extrinsic
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
Needs of People and Motivation Methods

Source: Adapted from William D. Hitt, The Leader-Manager: Guidelines for Action (Columbus, OH: Battelle Press, 1988), p. 153.
Four Categories of Motives

Source: Based on Bruce H. Jackson, ‘‘Influence Behavior: Become a Master Motivator,’’ Leadership Excellence (April 2010), p. 14.
Knowledge Check
• Can you think of specific motivational
techniques that would motivate you in
each of the four categories in the
previous slide (positive extrinsic, positive
intrinsic, negative extrinsic, negative
intrinsic)? Describe them.
Needs-Based Theories of
Motivation
• Hierarchy of needs theory
• Two-factor theory
• Acquired needs theory
Hierarchy of Needs
Theory

Maslow’s theory proposes that humans are


motivated by multiple needs and those needs
exist in a hierarchical order.
Maslow’s Hierarchy of
Needs
Two-Factor Theory

Hygiene factors
• First dimension of Herzberg’s two-factor theory; involves working
conditions, pay, company policies, and interpersonal relationships

Motivators
• Second dimension of Herzberg’s two-factor theory; involves job
satisfaction and meeting higher-level needs such as achievement,
recognition, and opportunity for growth
Herzberg’s Two-Factor
Theory
Acquired Needs Theory

McClelland’s theory, which proposes that


certain types of needs (achievement,
affiliation, power) are acquired during an
individual’s lifetime.
Acquired Needs
Need for achievement
• Desire to accomplish something difficult, attain a high standard of
success, master complex tasks, and surpass others
Need for affiliation
• Desire to form close personal relationships, avoid conflict, and
establish warm friendships
Need for power
• Desire to influence or control others, be responsible for others, and
have authority over others
Other Motivation
Theories
• Reinforcement theory
• Expectancy theory
• Equity theory
Reinforcement Theory

A motivational theory that 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.
Reinforcement Perspective on Motivation

Behavior modification
• Set of techniques by which reinforcement theory is used to modify behavior

Law of effect
• States that positively reinforced behavior tends to be repeated, and behavior that is not
reinforced tends not to be repeated

Reinforcement
• Anything that causes a certain behavior to be repeated or inhibited

Positive reinforcement
• Administration of a pleasant and rewarding consequence following a behavior
Reinforcement Perspective on Motivation

Negative reinforcement
• Withdrawal of an unpleasant consequence once a behavior is
improved
Punishment
• Imposition of unpleasant outcomes on an employee following
undesirable behavior
Extinction
• Withdrawal of a positive reward, meaning that behavior is no longer
reinforced and hence is less likely to occur in the future
Shaping Behavior with
Reinforcement

Source: Based on Richard L. Daft and Richard M. Steers, Organizations: A Micro/Macro Approach (Glenview, IL: Scott,
Foresman, 1986) p. 109.
Expectancy Theory

A theory that suggests that motivation


depends on individuals’ mental expectations
about their ability to perform tasks and receive
desired rewards.
Key Elements of
Expectancy Theory
Equity Theory

A theory that proposes that people are


motivated to seek social equity in the rewards
they receive for performance.
Empowerment

Power sharing; the delegation of power or


authority to subordinates in the organization.
Psychological Model of
Empowerment
• Ways to empower employees:
• 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
Job Design for
Empowerment
Job design
• Structuring jobs in a way to meet higher-level needs and increase motivation toward
the accomplishment of goals

Job characteristics model


• Model of job design that considers the core job dimensions of skill variety, task
identity, task significance, autonomy, and feedback to enrich jobs and increase their
motivational potential

Job enrichment
• Motivational approach that incorporates high-level motivators into the work,
including job responsibility, recognition and opportunities for growth, learning, and
achievement
The Job Characteristics
Model

Source: Adapted from J. Richard Hackman and G. R. Oldham, “Motivation through the Design of Work: Test of a Theory,” Organizational Behavior and Human Performance 16
(1976), p. 256.
Ways to Increase Job
Enrichment
• Increase skill variety
• Structure jobs so that an employee can
perform a complete task from beginning
to end
• Incorporate task significance into the job
• Allow people autonomy for choosing how
and when to perform specific tasks
• To the extent possible, design jobs to
provide feedback and let employees see
the outcomes of their efforts
Empowerment
Applications
• Dimensions used to classify
empowerment methods
• Extent to which employees are involved in
defining desired outcomes
• Extent to which employees participate in
determining how to achieve those outcomes
Knowledge Check
• How might empowerment help meet the
needs in Maslow’s hierarchy of needs
theory as described in the chapter?
Consider both psychological factors and
the job characteristics model in your
answer. Discuss your answer with a
partner.
Engagement

People enjoy their jobs and are satisfied with their


work conditions, contribute enthusiastically to
meeting team and organizational goals, and feel a
sense of belonging and commitment to the
organization.
New Ideas for
Motivation
Making progress principle
• Idea that the single most important factor that can boost
motivation, positive emotions, and perceptions during a workday is
making progress toward meaningful goals

Thriving workforce
• Workforce in which people are not just satisfied and productive, but
also engaged in creating a better future for themselves and the
organization; incorporates vitality and learning

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