chapter 8 – motivation and empowerment damon burton university of idaho
TRANSCRIPT
![Page 1: Chapter 8 – Motivation and Empowerment Damon Burton University of Idaho](https://reader036.vdocuments.us/reader036/viewer/2022062423/56649e405503460f94b31a0a/html5/thumbnails/1.jpg)
Chapter 8 – Motivation Chapter 8 – Motivation and Empowermentand Empowerment
Chapter 8 – Motivation Chapter 8 – Motivation and Empowermentand Empowerment
Damon BurtonDamon BurtonUniversity of IdahoUniversity of Idaho
![Page 2: Chapter 8 – Motivation and Empowerment Damon Burton University of Idaho](https://reader036.vdocuments.us/reader036/viewer/2022062423/56649e405503460f94b31a0a/html5/thumbnails/2.jpg)
What is motivation?
![Page 3: Chapter 8 – Motivation and Empowerment Damon Burton University of Idaho](https://reader036.vdocuments.us/reader036/viewer/2022062423/56649e405503460f94b31a0a/html5/thumbnails/3.jpg)
MOTIVATION
•Motivation – is the internal and external forces that arouse enthusiasm and persistence to pursue a certain course of action.
•Motivational Consequences –• focus,
• effort/intensity,
• persistence in face of failure or adversity.
![Page 4: Chapter 8 – Motivation and Empowerment Damon Burton University of Idaho](https://reader036.vdocuments.us/reader036/viewer/2022062423/56649e405503460f94b31a0a/html5/thumbnails/4.jpg)
MOTIVATION
•Early motivation theories focused on need fulfillment
•Today’s motivation models focus on goal attainment, so helping people reach their goals results in high motivation.
•A Gallup Survey found that when employee motivation was high and performing well, customers are 70% more loyal, turnover drops by 70% and profits jump 40%.
•
![Page 5: Chapter 8 – Motivation and Empowerment Damon Burton University of Idaho](https://reader036.vdocuments.us/reader036/viewer/2022062423/56649e405503460f94b31a0a/html5/thumbnails/5.jpg)
5
NEED-BASED MODEL OF MOTIVATION
Need Creates desire to fulfill needs (money, friendship, recognition, & achievement
Behavior Results in actions to fulfill needs
Rewards Satisfy needs: intrinsic or extrinsic rewards
Feedback Reward informs person whether behavior was appropriate and should be used
again
![Page 6: Chapter 8 – Motivation and Empowerment Damon Burton University of Idaho](https://reader036.vdocuments.us/reader036/viewer/2022062423/56649e405503460f94b31a0a/html5/thumbnails/6.jpg)
What is intrinsic and extrinsic motivation?
![Page 7: Chapter 8 – Motivation and Empowerment Damon Burton University of Idaho](https://reader036.vdocuments.us/reader036/viewer/2022062423/56649e405503460f94b31a0a/html5/thumbnails/7.jpg)
INTRINSIC VS EXTRINSIC MOTIVATION• Intrinsic motivation – is the internal enjoyment and
satisfaction a person receives from performing for its own sake.
•Oprah’s intrinsic motivation (IM) comes from serving others by uplifting, enlightening, encouraging and transforming how people see themselves.
•Extrinsic motivation – is externally driven and results from a desire to get rewards such as recognition, fame, money, power or prestige.
•
![Page 8: Chapter 8 – Motivation and Empowerment Damon Burton University of Idaho](https://reader036.vdocuments.us/reader036/viewer/2022062423/56649e405503460f94b31a0a/html5/thumbnails/8.jpg)
INTRINSIC MOTIVATION DEFINED
•Intrinsic motivation – engaging in an activity for its own sake, particularly the pleasure and satisfaction derived from playing.
•For example, a girl who skis because of the fun she has doing what she wants, challenging herself by trying new things and being with her friends skiing new powder on the mountain.
![Page 9: Chapter 8 – Motivation and Empowerment Damon Burton University of Idaho](https://reader036.vdocuments.us/reader036/viewer/2022062423/56649e405503460f94b31a0a/html5/thumbnails/9.jpg)
COMPONENTS OF INTRINSIC MOTIVATION
• Competence – feeling talented and skilled,
• Autonomy – in control, self-determining, & doing what you want, and
• Relatedness – feeling connected and enjoying relationships with others.
![Page 10: Chapter 8 – Motivation and Empowerment Damon Burton University of Idaho](https://reader036.vdocuments.us/reader036/viewer/2022062423/56649e405503460f94b31a0a/html5/thumbnails/10.jpg)
EXTRINSIC MOTIVATION DEFINED
•Extrinsic motivation – engaging in behaviors in order to attain contingent outcomes beyond of the activity itself (i.e., rewards, fame, prestige, etc)
•For example,,a boy plays basketball to be recognized, get their names in the paper and win a college scholarship.
![Page 11: Chapter 8 – Motivation and Empowerment Damon Burton University of Idaho](https://reader036.vdocuments.us/reader036/viewer/2022062423/56649e405503460f94b31a0a/html5/thumbnails/11.jpg)
EXTRINSIC REWARDS
•Systemwide Rewards – apply the same to all people within an organization or within a specific category or department.
•Individual Rewards – differ among people within the same organization or department.
•Extrinsic motivation is effective over the short-term, but intrinsic motivation promotes better long-term motivation.
•
![Page 12: Chapter 8 – Motivation and Empowerment Damon Burton University of Idaho](https://reader036.vdocuments.us/reader036/viewer/2022062423/56649e405503460f94b31a0a/html5/thumbnails/12.jpg)
12
EXAMPLES OF INTRINSIC AND EXTRINSIC REWARDS
Extrinsic Intrinsic
Individual
Systemwide
Large merit increase
Insurance benefits
Feeling of self-fulfillment
Pride in being part of a
“winning” organization
![Page 13: Chapter 8 – Motivation and Empowerment Damon Burton University of Idaho](https://reader036.vdocuments.us/reader036/viewer/2022062423/56649e405503460f94b31a0a/html5/thumbnails/13.jpg)
SELF-DETERMINATION THEORY (SDT)
•SDT describes the social factors that will promote intrinsic motivation and internalized forms of extrinsic motivation.
•Autonomy is necessary to attain true competence and relatedness.
•SDT determines how extrinsic rewards will influence
intrinsic motivation.
![Page 14: Chapter 8 – Motivation and Empowerment Damon Burton University of Idaho](https://reader036.vdocuments.us/reader036/viewer/2022062423/56649e405503460f94b31a0a/html5/thumbnails/14.jpg)
SELF DETERMINATION CONTINUUM
AmotivationIntrinsic
MotivationExtrinsic
Motivation
1 2 3 4 5 6 7
1. Amotivation
2. External Regulation
3. Introjected Regulation
4. Identified Regulation
5. Intrinsic Motivation to Experience Stimulation
6. Intrinsic Motivation to Accomplish
7. Intrinsic Motivation to Know
Low High
![Page 15: Chapter 8 – Motivation and Empowerment Damon Burton University of Idaho](https://reader036.vdocuments.us/reader036/viewer/2022062423/56649e405503460f94b31a0a/html5/thumbnails/15.jpg)
What social factors influence intrinsic motivation?
![Page 16: Chapter 8 – Motivation and Empowerment Damon Burton University of Idaho](https://reader036.vdocuments.us/reader036/viewer/2022062423/56649e405503460f94b31a0a/html5/thumbnails/16.jpg)
SOCIAL FACTORS REDUCING INTRINSIC MOTIVATION
•Social factors reducing intrinsic motivation include: competition, evaluation/feedback and rewards.
•Competition reduces IM
•Winning and playing well enhances IM whereas losing and playing poorly lowers IM.
•Positive feedback increases IM while negative feedback reduces IM.
•Rewards can both raise and lower IM in different situations.
![Page 17: Chapter 8 – Motivation and Empowerment Damon Burton University of Idaho](https://reader036.vdocuments.us/reader036/viewer/2022062423/56649e405503460f94b31a0a/html5/thumbnails/17.jpg)
How do rewards influence intrinsic motivation?
![Page 18: Chapter 8 – Motivation and Empowerment Damon Burton University of Idaho](https://reader036.vdocuments.us/reader036/viewer/2022062423/56649e405503460f94b31a0a/html5/thumbnails/18.jpg)
LEPPER & GREENE (1968) REWARD STUDY
•Baseline 1 – monitored amount of time preschoolers played with markers during free-play time
•Expected Reward Group – promised reward & received one
•Unexpected Reward Group – not promised reward but received one
•Control Group – not promised reward and didn’t receive one.
•Baseline 2 – monitored time played with markers during free-play time.
![Page 19: Chapter 8 – Motivation and Empowerment Damon Burton University of Idaho](https://reader036.vdocuments.us/reader036/viewer/2022062423/56649e405503460f94b31a0a/html5/thumbnails/19.jpg)
PERCEPTIONS KEY TO HOW MESSAGE INTERPRETED
•How athletes perceive the reason rewards are given is the key to IM.
•Autonomy is necessary to develop strong competence and relatedness.
•If rewards are view as controlling, it lowers feelings of competence and relatedness too, reducing IM.
•If rewards are viewed as informational about competence, autonomy and IM must be high as well.
![Page 20: Chapter 8 – Motivation and Empowerment Damon Burton University of Idaho](https://reader036.vdocuments.us/reader036/viewer/2022062423/56649e405503460f94b31a0a/html5/thumbnails/20.jpg)
HOW DO REWARDS IMPACT INTRINSIC
MOTIVATION
•Reward impact not determined by number or size of rewards.
•Impact determined by “message” behind the reward.
•How well does the reward enhance perceptions of
competence, autonomy and relatedness?
![Page 21: Chapter 8 – Motivation and Empowerment Damon Burton University of Idaho](https://reader036.vdocuments.us/reader036/viewer/2022062423/56649e405503460f94b31a0a/html5/thumbnails/21.jpg)
RELATIONSHIP BETWEEN INTRINSIC
& EXTRINSIC MOTIVATION
• EM + IM = TOTAL MOTIVATION (TM)
IM = TM• EM IM = TM 1.If EM lowers perceived competence,
autonomy and/or relatedness, IM and TM decline.
2.If EM increases perceived competence, autonomy and/or
relatedness, IM and TM improve.
1
2
![Page 22: Chapter 8 – Motivation and Empowerment Damon Burton University of Idaho](https://reader036.vdocuments.us/reader036/viewer/2022062423/56649e405503460f94b31a0a/html5/thumbnails/22.jpg)
REWARDS PROMOTING INTRINSIC MOTIVATION
•Contingent Rewards – received for attaining a standard of excellence (e.g., trophy for winning a tourney)
•Noncontingent Rewards – no standard of excellence (e.g., winning lottery)
•Contingent rewards normally increase IM because they increase feelings of competence and autonomy.
•Noncontingent rewards reduce IM.
![Page 23: Chapter 8 – Motivation and Empowerment Damon Burton University of Idaho](https://reader036.vdocuments.us/reader036/viewer/2022062423/56649e405503460f94b31a0a/html5/thumbnails/23.jpg)
What factors promote intrinsic motivation?
![Page 24: Chapter 8 – Motivation and Empowerment Damon Burton University of Idaho](https://reader036.vdocuments.us/reader036/viewer/2022062423/56649e405503460f94b31a0a/html5/thumbnails/24.jpg)
FACTORS PROMOTING INTRINSIC MOTIVATION
•“Autonomy support” from coaches, parents and peers,
• The competitive structure of the league (i.e., varsity versus intramural sports)
•Motivational climate – mastery versus outcome
![Page 25: Chapter 8 – Motivation and Empowerment Damon Burton University of Idaho](https://reader036.vdocuments.us/reader036/viewer/2022062423/56649e405503460f94b31a0a/html5/thumbnails/25.jpg)
GOAL MODEL OF MOTIVATION
(Antecedents) (Consequences)
Beliefs about Goal Motivational Talent Orientations Patterns
1.Capacity Ego-Involved Success- & or Outcome Failure-Oriented2.Learning Task-Involved
Performance- or Performance Oriented
![Page 26: Chapter 8 – Motivation and Empowerment Damon Burton University of Idaho](https://reader036.vdocuments.us/reader036/viewer/2022062423/56649e405503460f94b31a0a/html5/thumbnails/26.jpg)
BELIEFS ABOUT TALENT &
INTELLIGENCE
• Capacity beliefs – intelligence and sport ability are fixed and unchangeable.The worst thing is to look dumb or
incompetentTalent is measured now and far into
the future. • Learning beliefs – intelligence and talent
are changeable and controllable. The worst thing is to not learn.
Talent is measured for the present but not for the future.
![Page 27: Chapter 8 – Motivation and Empowerment Damon Burton University of Idaho](https://reader036.vdocuments.us/reader036/viewer/2022062423/56649e405503460f94b31a0a/html5/thumbnails/27.jpg)
ROLE OF EFFORT IN TALENT BELIEFS
• Capacity beliefs – high ability means you shouldn’t have to work hard. They feel smart when others struggle. They perceive a negative relationship between
effort and performance. • Learning beliefs – hard work always is necessary
to reach your potential. They feel smart when they help others or bring
out the best in others. They perceive a positive relationship between
effort and performance. Effort will get your somewhere better as long
as you work hard.
![Page 28: Chapter 8 – Motivation and Empowerment Damon Burton University of Idaho](https://reader036.vdocuments.us/reader036/viewer/2022062423/56649e405503460f94b31a0a/html5/thumbnails/28.jpg)
BELIEFS PREDICT JUNIOR HIGH TRANSITION
• 7th grade important transition that is stressful to adolescents because• work gets suddenly harder,
• workload becomes greater,
• grading is more stringent,
• grades become more important and
• instruction is less personalized.
![Page 29: Chapter 8 – Motivation and Empowerment Damon Burton University of Idaho](https://reader036.vdocuments.us/reader036/viewer/2022062423/56649e405503460f94b31a0a/html5/thumbnails/29.jpg)
HOW ARE BELIEFS DEVELOPED?
• Feedback patterns have a major impact on beliefs.
• If feedback focuses on traits (e.g., you’re very talented) to explain success or lack of talent to explain failure, capacity beliefs develop.
• If feedback focuses on effort and strategy as the keys to success and failure, learning beliefs develop
![Page 30: Chapter 8 – Motivation and Empowerment Damon Burton University of Idaho](https://reader036.vdocuments.us/reader036/viewer/2022062423/56649e405503460f94b31a0a/html5/thumbnails/30.jpg)
WHAT ARE MOTIVATIONAL
STYLES?
• Motivational Styles – are specific motivational patterns adopted by performers based on their beliefs about talent, how they define success/failure (i.e., place highest priority on outcome versus process/performance goals) and perceived competence.
• These motivational patterns have a profound impact of Flow, long- term development and performance.
![Page 31: Chapter 8 – Motivation and Empowerment Damon Burton University of Idaho](https://reader036.vdocuments.us/reader036/viewer/2022062423/56649e405503460f94b31a0a/html5/thumbnails/31.jpg)
MOTIVATIONAL STYLES
•mastery-oriented•success-seekers or success-oriented•failure-avoiders or failure-oriented
![Page 32: Chapter 8 – Motivation and Empowerment Damon Burton University of Idaho](https://reader036.vdocuments.us/reader036/viewer/2022062423/56649e405503460f94b31a0a/html5/thumbnails/32.jpg)
MASTERY-ORIENTED (MO)
•Process and performance goals are given highest priority in defining success.
• They feel successful when they learn, improve and master tasks.
• Perceived competence doesn’t influence MO performers as long as they believe they can learn and get
better.
![Page 33: Chapter 8 – Motivation and Empowerment Damon Burton University of Idaho](https://reader036.vdocuments.us/reader036/viewer/2022062423/56649e405503460f94b31a0a/html5/thumbnails/33.jpg)
FAILURE AVOIDERS (FA)
• Outcome goals are given highest priority in defining success.
• They feel successful when they win and socially compare well.
• FAs normally have low perceived competence because they lose often.
• Motivation eventually switches from striving for success to trying to avoid failure.
![Page 34: Chapter 8 – Motivation and Empowerment Damon Burton University of Idaho](https://reader036.vdocuments.us/reader036/viewer/2022062423/56649e405503460f94b31a0a/html5/thumbnails/34.jpg)
SUCCESS-SEEKERS (SS)
•Outcome goals are given highest priority in defining success.
•They feel successful when they win and socially compare well.
•FAs normally have high perceived competence because they win or
place high often.
![Page 35: Chapter 8 – Motivation and Empowerment Damon Burton University of Idaho](https://reader036.vdocuments.us/reader036/viewer/2022062423/56649e405503460f94b31a0a/html5/thumbnails/35.jpg)
MASTERY-ORIENTED • Outlook about Competition – positive and
optimistic• Attributions for Success – effort• Attributions for Failure – effort• Effort Expenditure – consistently maximal
effort,• Task Choice – very difficult tasks or
opponents, and• Response to Failure – great persistence
that prompts increases effort and improves problem solving
![Page 36: Chapter 8 – Motivation and Empowerment Damon Burton University of Idaho](https://reader036.vdocuments.us/reader036/viewer/2022062423/56649e405503460f94b31a0a/html5/thumbnails/36.jpg)
FAILURE-AVOIDERS • Outlook about Competition – negative
and pessimistic,• Attributions for Success – luck or an
easy task, • Attributions for Failure – lack of ability, • Effort Expenditure – low on moderate
difficulty task and high on easy tasks, • Task Choice – very easy or very difficult
tasks or opponents, and• Response to Failure – give up quickly
and quit trying; will drop out if they can.
![Page 37: Chapter 8 – Motivation and Empowerment Damon Burton University of Idaho](https://reader036.vdocuments.us/reader036/viewer/2022062423/56649e405503460f94b31a0a/html5/thumbnails/37.jpg)
SUCCESS-SEEKERS
• Outlook about Competition – positive and optimistic,
• Attributions for Success – high ability, • Attributions for Failure – effort,• Effort Expenditure – just high enough
effort to win, • Task Choice – moderately difficult tasks,
and• Response to Failure – moderate
persistence as long as they think they can win, prompting increased effort and improved problem solving
![Page 38: Chapter 8 – Motivation and Empowerment Damon Burton University of Idaho](https://reader036.vdocuments.us/reader036/viewer/2022062423/56649e405503460f94b31a0a/html5/thumbnails/38.jpg)
What are higher- versus lower-order needs?
![Page 39: Chapter 8 – Motivation and Empowerment Damon Burton University of Idaho](https://reader036.vdocuments.us/reader036/viewer/2022062423/56649e405503460f94b31a0a/html5/thumbnails/39.jpg)
HIGHER VERSUS LOWER NEEDS
•Intrinsic motivation promotes “higher needs” such as need for accomplishment, competence, fulfillment and self-determination.
•Extrinsic motivation promotes “lower needs” such as material comfort and basic safety.
•Leaders versus managers have different needs and motivational methods.
![Page 40: Chapter 8 – Motivation and Empowerment Damon Burton University of Idaho](https://reader036.vdocuments.us/reader036/viewer/2022062423/56649e405503460f94b31a0a/html5/thumbnails/40.jpg)
40
NEEDS OF PEOPLE AND MOTIVATION METHODS
Needs of People
Conventional
Management
Lower Needs
Carrot and Stick
(Extrinsic)
Control People
Adequate Effort
Leadership
Higher Needs
Empowerment (Intrinsic)
Growth and Fulfillment
Best Effort
![Page 41: Chapter 8 – Motivation and Empowerment Damon Burton University of Idaho](https://reader036.vdocuments.us/reader036/viewer/2022062423/56649e405503460f94b31a0a/html5/thumbnails/41.jpg)
41
MASLOW’S HIERARCHY OF NEEDS THEORY
Need Hierarchy
Self-Actualization Needs
Esteem Needs
Belongingness Needs
Safety Needs
Physiological Needs
Fulfillment on the JobOpportunities for advancement, autonomy, growth, creativity
Recognition, approval, high status, increased responsibilities
Work groups, clients, coworkers, supervisors
Safe work, fringe benefits, job security
Heat, air, base salary
![Page 42: Chapter 8 – Motivation and Empowerment Damon Burton University of Idaho](https://reader036.vdocuments.us/reader036/viewer/2022062423/56649e405503460f94b31a0a/html5/thumbnails/42.jpg)
MASLOW’S HIERARCHY
•Physiological, safety and belonging needs are deficiency needs which take priority over higher-order needs.
•Needs must be satisfied in a hierarchical fashion, with physiological first and self-actualization last.
•Higher-order needs become important only when low-order needs have been satisfied.
![Page 43: Chapter 8 – Motivation and Empowerment Damon Burton University of Idaho](https://reader036.vdocuments.us/reader036/viewer/2022062423/56649e405503460f94b31a0a/html5/thumbnails/43.jpg)
What is Herzberg’s 2-factor theory?
![Page 44: Chapter 8 – Motivation and Empowerment Damon Burton University of Idaho](https://reader036.vdocuments.us/reader036/viewer/2022062423/56649e405503460f94b31a0a/html5/thumbnails/44.jpg)
HERZBERG’S TWO-FACTOR THEORY
•Based on worker interviews of times when they were highly motivated versus unmotivated, Herzberg developed his two-factor theory.
•Leaders must both remove dissatisfiers and use motivators to meet higher-order needs.
![Page 45: Chapter 8 – Motivation and Empowerment Damon Burton University of Idaho](https://reader036.vdocuments.us/reader036/viewer/2022062423/56649e405503460f94b31a0a/html5/thumbnails/45.jpg)
45
Herzberg’s Two-Factor Theory
Area of Satisfaction
Area of Dissatisfacti
on
Motivators influence level of
satisfaction
Hygiene factors
influence level of
dissatisfaction
MotivatorsAchievementRecognitionResponsibilityWork itselfPersonal growth
Hygiene Factors
Work conditionsPay/securityCompany policiesSupervisorsInterpersonal relationships
Highly Satisfied
Neither Satisfied nor Dissatisfied
Highly Dissatisfied
![Page 46: Chapter 8 – Motivation and Empowerment Damon Burton University of Idaho](https://reader036.vdocuments.us/reader036/viewer/2022062423/56649e405503460f94b31a0a/html5/thumbnails/46.jpg)
McCLELLAND’S NEED ACHIEVEMENT THEORY
•Need for achievement – the desire to accomplish something difficult, attain a high standard of success, master complex tasks and surpass others.
•Need for affiliation – the desire to form close personal relationships, avoid conflict and establish warm friendships.
•Need for power – the desire to influence or control others, be responsible for others and have authority over
others.
![Page 47: Chapter 8 – Motivation and Empowerment Damon Burton University of Idaho](https://reader036.vdocuments.us/reader036/viewer/2022062423/56649e405503460f94b31a0a/html5/thumbnails/47.jpg)
What is Expectancy Theory?
![Page 48: Chapter 8 – Motivation and Empowerment Damon Burton University of Idaho](https://reader036.vdocuments.us/reader036/viewer/2022062423/56649e405503460f94b31a0a/html5/thumbnails/48.jpg)
48
KEY ELEMENTS OF EXPECTANCY
THEORY
E > P expectancyEffort Performance
P > O expectancyPerformance Outcomes
Valence – value of outcomes
(pay, recognition, other rewards)
Motivation
Will putting effort into the task lead to the desired performance?
Will high performance lead to the desired outcomes?
Are the available outcomes highly valued?
•Ability, experience, information & opportunity to perform
![Page 49: Chapter 8 – Motivation and Empowerment Damon Burton University of Idaho](https://reader036.vdocuments.us/reader036/viewer/2022062423/56649e405503460f94b31a0a/html5/thumbnails/49.jpg)