Motivation and Empowerment

Business 3J Alexander Yuwandi Dennis Riyanto Ghiffari Tujuanto Irvano Putra Sebastian Alex D. Tonny Yanaprasetya

THE LEADER AS A RELATIONSHIP BUILDER Chapter 8: Motivation and Empowerment

Monday, 7th October 2014

Jendral Besar Rd. Soedirman Birth: Purbalingga, 24th January 1916!

Died: Magelang, 29th January 1950 (34)! !

Title:!

- First Commander-in-Chief of the Indonesian Armed Forces (TNI);!

- National Hero of Indonesia (1964)! !

Fought In:!

Defenders of the Homeland!

(Pembela Tanah Air) Indonesian National Revolution!

(Agresi Militer Belanda I)

CHAPTER 8.1 MOTIVATION AND LEADERSHIP

“Leaders become great, not because of their powers. But because of their ability to empower others.”

- John C. Maxwell, Leadership Speaker

MOTIVATION refers to the forces either internal or external to a person that arouse enthusiasm and persistence to pursue a certain course of action.

INTRINSIC REWARD comes from the internal satisfaction and enjoyment a person receives in the process of performing a particular action.

EXTRINSIC REWARD is given by another person, typically a supervisor, and include promotions and pay increase.

Needs of People

CONVENTIONAL MANAGEMENT

LEADERSHIP

Lower Needs

Higher Needs

Reward & Punishment

Empowerment

Controlling People

Engaging People

Adequate Effort

Best Effort

Needs of People

CONVENTIONAL MANAGEMENT

LEADERSHIP

CHAPTER 8.2 NEEDS-BASED THEORIES OF MOTIVATION

“Management is doing things right; Leadership is doing the right things.”

- Peter F. Drucker, Management Consultant; Father of Modern Corporate Management

MASLOW’S HIERARCHY OF NEEDS

HERZBERG’S TWO- FACTOR THEORY

MCCLELLAND’S ACQUIRED NEEDS THEORY nACH (Need for Achievement) nAFF (Need for Affiliation) nPOW (Need for Power)

CHAPTER 8.3 OTHER MOTIVATION THEORIES

“Leadership is the capacity to translate vision into reality.”

- Warren G. Bennis, Organisational Consultant; Pioneer of Contemporary Leadership Studies

REINFORCEMENT THEORY looks at the relationship between behaviour and its consequences by changing or modifying followers’ on-the-job behaviour through the appropriate use of immediate rewards or punishments

BEHAVIOUR MODIFICATION set of techniques by which reinforcement theory is used to modify a certain behaviour

EXPECTANCY THEORY suggests that motivation depends on individuals’ mental expectations about their ability to perform tasks and receive desired rewards

EQUITY THEORY proposes that people are motivated to seek social equity in the rewards they receive for performance

CHAPTER 8.4 EMPOWERING PEOPLE TO MEET HIGHER NEEDS

“Everyone can rise above their circumstances and achieve success if they are dedicated to and passionate about what they do.”

- Nelson R. Mandela, Noble Prize Winner; First President of South Africa

EMPOWERMENT is a power sharing; the delegation of power or authority to subordinates in the organisation.

Empowerment provides strong motivation because individuals have a sense that they are in control of their work and success.

Information

Knowledge

Discretion

Meaning

Rewards

EMPOWERMENT JOB DESIGN structuring jobs in a way to meet higher level needs and increase motivation toward the accomplishment of goals

JOB CHARACTERISTICS model a 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 is a motivational approach that incorporates high level motivators into the work, including job responsibility, recognition, and opportunities for growth, learning, and achievement +

Defining Outcomes Degree of Participation

EMPOWERED TO: - DEFINE MISSION - SET GOAL

NO EMPOWERMENT

SELF MANAGEMENT

EMPOWERED TO: - DEFINE TASK - WORK PROCESSES

-

+

Degree of Participation Determining How to Achieve Outcome

CHAPTER 8.5 GIVING MEANING TO WORK THROUGH ENGAGEMENT

“If your actions inspire others to dream more, learn more, do more and become more, you are a leader.”

- John Q. Adams, 6th President of the USA

ENGAGEMENT is when people enjoy their jobs and are satisfied with their work conditions.

Thus they contribute enthusiastically to meeting team and organisational goals, and feel a sense of belonging and commitment to the organisation.

CHAPTER 8.6 NEW IDEAS FOR MOTIVATION

“People ask the difference between a leader and a boss. The leader leads, and the boss drives.”

- Theodore Roosevelt, 26th President of the USA

ENGAGEMENT

+ EMPOWERMENT

+

MAKING PROGRESS PRINCIPLE is the 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 is a workforce in which people are not just satisfied and productive but also engaged in creating a better future for themselves and the organisation; incorporates vitality and learning