While Rewards (financial and others) particularly money will not be the most significant motivator, it is an underrated

statement to say the least that it’s not important. We look around people’s lives and see that they count on finances and
are able to do better with their goals and redirect a more motivated existence.

What comes next after motivation reveals that money after all now becomes just the tool to get motivated. Surveys and
studies demonstrate that people want more from work than money, as such:

 MEANINGFUL Work
"Organizations that provide their members with meaningful, engaging work not only contribute to the growth of
their bottom line but also create a sense of vitality and fulfillment that echoes across their organizational
cultures and their employees’ personal lives."
 EMPLOYEE RECOGITION
- Only 33% of people feel that they were recognized the last time they went the extra mile at work, according
to the "TINYpulse 2019 Employee Engagement Report."
- Another 25% of the employees surveyed said they felt as though their employers consistently valued their
hard work—a drop of 16 percentage points from the previous year.
- About 33% of employees surveyed said they felt undervalued.

Let’s take a look into Six Types of Motivators:

1. Rewards / incentives –
2. Fear of consequences –
3. Achievement – triumph, milestone, award, public recognition
4. Growth – improving, progressing, and development
5. Social Factors – sense of belongingness
6. Power and Influence
What is Power?
It is the capacity of a person, team or organization to influence others. Important features of this definition:
 that power is not the act to change one’s attitude and behavior, rather is only the potential to do so
(People frequently have power they do not use; they do not even know they have)
 People are perceived as more powerful just by their behavior such as: putting their feet on the table/
taking coffee from someone else container/ talking in a loud deep voice
 There is unequal dependence of one party to another party, to wit:
The fulfillment or achievement of the goal of staff B may manifest dependence on Ms. A(power-
holder), as supervisor, who may either help or hinder such as she takes control of available resources.
For example: A baker could only produce as much cakes and pastries for the day depending on
available machineries. If one is broken and not attended for repair by owner, the goal could not be
achieved.

This unequal dependence is otherwise termed as Asymetric Dependence because the “less powerful”
party (the baker) still has some degree of power called “COUNTER-PREVAILING POWER” over the
power-holder (owner) because he possesses the skills to bake.
 The power relationship depends on some level of trust that the more powerful party will deliver the
resources.
Ex: the speed and accuracy of a bank teller is aided by the use of bill counters, thus minimizing OT.
While OT is discouraged because of additional overhead cost, tellers trust officers to endorse
procurement of the machine to deliver efficiency.
 Looking into the opposite perspective, where this power dependence is use in managing your boss:
You could be a valuable resource of your manager by performing your job well, be solution oriented,
inspirational to your colleague, setting an example of a compliant employee. But power exists only
through your boss’ awareness of your value, which needs some impression management.

SOURCES OF POWER IN THE ORGANIZATION

1. Legitimate Power
- Agreement within organizational members that people in certain roles can request a set of
behaviors from others.
2. Reward Power
- Derived from a person’s ability to control the allocation of rewards valued by others and to remove
negative sanctions
3. Coercive Power
- Ability to apply punishment
4. Expert Power
- Originates mainly from within the power holder
- An individual or work unit’s capacity to influence others by possessing knowledge or skills valued by
others
- The ability to manage uncertainties in the business environment
- Three coping strategies against Uncertainties:
a. Prevention – most effective strategy to prevent environmental
b. Forecasting – to predict environmental changes or variations
c. Absorption -
5. Referent Power
- People have referent power when others identify with them, like them and otherwise respect
CONTINGENCIES OF POWER:
1. Substitutability
- Availability of Alternatives
2. Centrality
- Refers to the power holder’s importance
- Increases the number of people dependent on you.
3. Visibility
- The need to consciously build relationships