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Chapter 8

Motivation and Empowerment

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Chapter Objectives

Recognize and apply the difference between

intrinsic and extrinsic rewards

Motivate others by meeting their higher!level

needs

"pply needs!based theory of motivation

#mplement individ$al and systemwide rewards

"void the disadvantages of %carrot!and!stic&'

motivation#mplement empowerment by providing the five

elements of information( &nowledge( discretion(

meaning( and rewards

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Motivation

*he forces either internal or external

to a person that aro$se enth$siasm

and persistence to p$rs$e a certain

co$rse of action

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Ex 8, " -imple Model of

Motivation

NeedCreates desire to

f$lfill needs .money(

friendship( recognition(

achievement

BehaviorRes$lts

in actions to f$lfill

needs

Rewards -atisfy

needs/ intrinsic or

extrinsic rewards

FeedbackReward informs person whether behavior was appropriate and sho$ld

be $sed again

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*ypes of Rewards

Intrinsic Rewards#nternal satisfactions a person receives in theprocess of performing a partic$lar action

Extrinsic RewardsRewards given by another person( typically as$pervisor( s$ch as pay increases andpromotions

Systemwide RewardsRewards that apply the same to all peoplewithin an organization or within a specificcategory or department

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Ex 82 Examples of #ntrinsic and

Extrinsic Rewards

Extrinsic #ntrinsic

#ndivid$al

-ystemwide

arge merit increase

#ns$rance benefits

3eeling of self!

f$lfillment

4ride in being part of

a %winning'

organization

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Ex 8) 6eeds of 4eople and

Motivation Methods

6eeds of people

Conventional

management

ower needs

Carrot and stic&

.Extrinsic7

Control people

"de$ate effort

eadership

9igher needs

Empowerment

.#ntrinsic7

:rowth and

f$lfillment

;est effort

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Ex 8+ Maslow

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Ex 80 9erzberg

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"c$ired 6eeds *heory

McClelland

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Ex 81 Bey Elements of

Expectancy *heory

E 4 expectancy

Effort 4erformance

4 O expectancy

4erformance O$tcomes

Dalence val$e of o$tcomes.pay( recognition( other

rewards7

Motivation

=ill p$tting effort into the tas& lead

to the desired performanceF

=ill high performance lead to the

desired o$tcomesF

"re the available o$tcomes highlyval$edF

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E$ity *heory

" theory that proposes that

people are motivated to see&

social e$ity in the rewards they

expect for performance