Foundation of Employee

Motivation
Empowerment Leadership

Empowerment:
The capacity of individuals and groups to take control of their circumstances,
exercise power and achieve their own goals, and processes by which,
individually and collectively, they to be able to help themselves and others to
maximize the quality of their lives (Adams, 2008).
Psychologically, empowered employees believe:
(Spreitzer, 1995)
1. Their work is personally important
2. They have the ability to successfully perform tasks
3. They have the freedom to choose how to initiate
and carry out tasks
4. Their personal behavior at work contributes to
important outcomes
Empowerment
Programs

1. Leader Selection and Assessment

2. Democratic Decision Procedures

3. Shared Leadership Responsibilities

4. Information Sharing
 Outline of
Foundation of Employee Motivation
Presentation
Content Theories of Motivation
McGregor’s Theory X and Y Motivating Employees
Maslow’s Need Hierarchy Theory Through Job Design
Acquired Needs Theory Top Down Approach
Self Determination Theory Bottom Up Approach
Hezberg’s Motivator-hygiene Theory I-Deals Approach

Definition of Process Theories

Motivation of Motivation
What Is It? Equity/Justice Theory
How Does It Work? Expectancy Theory
Goal-Setting Theory
 Definition of
Motivation
mo.ti.va.ti.on
/ˌmōdəˈvāSH(ə)n/
The reason or reasons one has for acting or behaving in a particular way.

HOW DOES IT WORK?

?

Extrinsic Motivation Intrinsic Motivation

Results from the potential Occurs when an individual is inspired
or actual receipt of external by “the positive internal feelings that
rewards. such as: are generated by doing well”.

promotion
 Content Theories of Motivation
Douglas McGregor’s Theory X and Y
(1964)

Theory X Theory Y
Pessimistic view of employees: Modern and Positive set of
They dislike work, must be assumptions about people at
monitored, can be motivated work: They are self-engaged,
only with rewards and committed, responsible,
punishment, need to be creative, enjoy taking
supervised at every step, also ownership of their work, view
have no incentive to work or work as fulfilling and
ambition. challenging.
Application Application:
This approach is very "hands-on" Managers who use this approach
and usually involves micromanaging trust their people to take ownership
people's work to ensure that it gets of their work and do it effectively by
done properly. themselves.
Maslow’s Need Hierarchy Theory
(1943)

Self Desire for self-fulfilment to become the best one is

Actualization capable.
Need for reputation, prestige, and recognition
Esteem from others. Also included need for self-confidence
and strength.

Love Desire to be loved and to love.

Consists of the need to be safe from physical and

Safety
physiological harm.

Most basic need. Entails having enough food, air

Physiological and water to survive.
 Acquired Need Theory: Achievement,
Affiliation and Power
David McCelland (1960s)

Need for achievement Need for affiliation Need for power

The desire to excel, The desire to maintain The desire to influence,

overcome obstacles, solve social relationships, to be coach, teach, or encourage
problems, and rival and liked, and join groups. others to achieve.
surpass others.
 Self Determination Theory: Competence,
Autonomy, and Relatedness

Competence, desire to feel qualified, knowledgeable, and capable to complete

an act, task or goal.

Autonomy, desire to have freedom and discretion in determining what you

want to do and how you want to do.

Relatedness, desire to feel part of a group, to belong and connected with

others.
 Herzberg’s Motivator-Hygiene Theory:
Two Ways to Improve Satisfaction
Which Proposes that job satisfaction and dissatisfaction arise from two different
sets of factors -- Satisfaction comes from motivating factors and dissatisfaction from
hygiene factors.

Such as: Cause a person to move

Hygiene from state of no
Factor dissatisfaction to
dissatisfaction.

Such as:
Cause a person to move Motivating
from the state of no
satisfaction to satisfaction. Factor
 Process Theories of Motivation
Describe how Various person factors and situation factors
in the Organizing Framework affect motivation

Equity Theory
a model of motivation that explains how people strive for fairness and justice in social exchanges
or give-and-take relationships

Elements of Equity Theory

Outputs Inputs
What do I perceive that I’m What do I perceive that I’m
getting out of my job? putting into my job?

Comparison
How does my ratio of outputs to inputs compare
with those of relevant others?
(Equity, Negative Inequity, Positive Inequity)
 Justice Theory
Organizational justice reflects the extent to which people perceive they treated fairly at work.

Elements of Equity Theory

Distributive Justice
Procedural Justice
Reflect the Perceived fairness
the Perceived fairness of the
of the way resources and
process and procedures used
rewards are distributed or
to make allocation decisions.
allocated.

Interactional Justice
Relates to the “Quality of
interpersonal treatment
people receive when
procedures are being
implemented.”
 Expectancy Theory
People are motivated to behave in ways that produce
desired combinations of expected outcomes.

Expectancy Theory Elements

Expectancy Valence
Instrumentality
Represents an individual’s belief Positive or negative value people
Perceived relationship between
that a particular degree of effort place on outcomes.
performance and outcomes.
will be followed by a particular
level of performance.
“ what intrinsic and extrinsic “ how much do I value the
rewards will I receive is I achieve rewards I receive?”
“Can I achieve my desired level of
my desired level of performance?”
performance?”
 Goal Setting Theory
(Locke and Latham Theory)

HOW IT WORKS?

Goals Specificity
Goals that are specific and difficult lead to higher performance than general goals
Certain Conditions are Necessary for Goal Setting to Work
Ability and resources are needed to achieve the goal, and they need to be committed to the goal.
Performance Feedback and Participation in Deciding How to Achieve Goals
Goals lead to higher performance when you use feedback and participation to stay focused and committed to a
specific goal.
Goal Achievement Leads to Job Satisfaction
 Mechanisms Behind the Power of Goal Setting?

Goals
Direct
Goals
Attention
Regulate
Effort

Goals
Increase
Persisence

Goals Foster the Development and Application of Task Strategies and

Action Plans
 Motivating Employee Through Job Design

Top-Down Approaches
Job design was management led. Manager’s change employee’s tasks with the intent of increasing
motivation and productivity.

Bottom-Up Approaches
Job design is driven by the employees rather than managers. Employees can change or re-design their
own jobs and boost their own motivation and engagement.

I-deals
Attempt to merge the two historical perspectives. The process of job design is jointly owned by
employees and managers.
 Top-Down Approaches
5 Principals of Top-Down Approaches:
1. Scientific Management : kind of management which conducts a business or affairs by standards
established by facts or truths gained through systematic observation, experiment or reasoning.
2. Job Enlargement : Involves putting more variety into a worker's job by combining specialized tasks of
comparable difficulty.
3. Job Rotation : calls for moving employees from one specialized job to another.
4. Job Enrichment : modifying a job such that an employee has the opportunity to experience
achievement, recognition, stimulating work, responsibility, and advancement.
5. Job Characteristic Model : is to promote high intrinsic motivation by designing jobs that have 5 core job
characteristics. Such as:
a. Skills variety
b. Task identity
c. Task significance
d. Autonomy
e. Feedback
If done properly, employees will display higher performance, jobs satisfaction, and engagement, and lower turnover.
 Bottom-Up Approaches
Job Crafting
Represents employees’ attempts to proactively shape
their work characteristics

Form of Job Crafting

1st Changes : Job’s Task Boundaries. Taking on more or fewer tasks or by altering their scope or nature.

2nd Changes : Relational Nature of the Job. Alter the quantity or quality of interactions we have with
others at work, or establish new relationships.

3rd Changes : Cognitive Crafting. Perceive or think differently about the existing tasks and relationships
associated with the job.
 Idiosyncratic Deals (I-Deals)
Employment terms individuals negotiate for themselves,
taking myriad forms from flexible schedules to career
development
I-deals tend to affect task and work responsibilities, schedule
flexibility, location flexibility, and compensation.

Increased employee intrinsic, motivation and productivity by

allowing employees the flexibility to negotiate employment
relationships that meet their own specific needs and values is
expected to be fulfilled
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