LEADERSHIP AND MOTIVATION

1.1 Definition of leadership and motivation

Leadership is a process of social influence in which one person can enlist the aid and support of
others in the accomplishment of a common task. (Felfe et al.2006).Leadership is about getting
things done the right way and to do that, you need people. Furthermore to get people to follow
you, you need to have them trust you. And if you want them to trust you and do things for you
and the organization, they need to be motivated (Baldoni).Therefore it is the leaders job to
constantly have their employees motivated.
Motivation is a goal-oriented characteristic that helps a person achieve his objectives. It pushes
an individual to work hard at achieving his or her goals. It can also be referred to as internal or
external forces that act on a person that arouse enthusiasm and persistence to pursue a certain
course of action. Motivation has many aspects. There is the internal and the external motivation.
Within these two concepts there are further sub points. In relation to internal motivation there are
rational factors such as expectation, self-confidence and goal management. Furthermore there are
the irrational factors such as needs, qualities, and personality. Looking at the external motivation,
there are the sub points of job design, which account for motivations factors and job
characteristic. The other sub point, being economic and social factors, such as rewards, justice,
and personally wages (Lgaard, 2008, p. 13).

1.2 Relationship between leadership and motivation

Motivation is very crucial for individuals who have the ambition of being leaders at some point
in life. The type of motivation required in order to ascend to high level of leadership is powerful.
It is not a matter of chance that leaders with high capability come into being. It often entails an
individual taking a decisive step to cultivate that success regardless of the huddles on the way.
Hence, leadership and motivation are so much interrelated that they cannot be separated. Styles
used in leadership have a greater impact in an organization. Workers who are well lead become
self-motivated to deliver their best effort. Therefore, it is definite that changes in leadership style
can improve motivation at workplace.
Effective leaders have the potential to inspire employees in an organization and in turn improve
productivity. Leaders need to create passion among workers so that they can see meaning and
sense in the different roles they are playing. Both passion and inspiration are key ingredients in
motivation. Leadership style which attempts to share and impart the significance of vision of an
organization with the rest of employees is very important in the process of motivating workers.
Once every employee understands the common goal and objectives of an organization as
enshrined in its vision statement, it will be quite easy for leaders to build motivation in them.
Employees will only have a powerful desire to achieve the goals of an organization if they
understand or identify themselves with its vision (Maddock & Fulton 15). It is only through a
relational leadership style that vision can be shared from the top leadership to junior employees.
An effective leadership style will ensure that workers are well informed of the impact of the
vision and mission of the organization (Clegg, Kornberger & Tyrone 241). They should be made
to feel part and parcel of the entire process of achieving success as well as enjoying the

beneficial outcomes of their commitment. Once this is achieved, workers will be motivated not
only because they have attractive fringe benefits but also because they have a bright future
together with the organization. Poor leadership will conceal pertinent information from workers.
This will make them have a feeling of alienation from the organization and become less
motivated. It is common knowledge that people will tend to have personal drive if they know
quite well that they have something to benefit from or be excited about either in the short or long
term. When such employee relation is achieved, then the work of a leader will be very smooth.
Leaders who understand the fact that they need to create a close working relationship with
employees are often successful. It is out of being close with fellow workers that it will be easy to
identify and solve their problems at work and therefore motivate them.
Leaders in an organization are directly correlated to the growth and motivation of employees
depending on the style used. Much research indicates that the top leadership has a key role to
play in the determination of companys performance. Positive growth can only be achieved in a
case whereby workers are wholly devoted and committed to the realization of the set goals and
objectives.
There is a vivid evidence that the presence of a team leader in an organization is a real
motivating factor to workers. The level of motivation may be quite low whenever a team leader
is absent. From this perspective, the general perception is that leaders who steer small teams in
organizations are more influential to the teams they are leading compared to top executives. This
can be explained from the fact they are very close to the rest of team members and will often
listen and act expeditiously to arising issues. Moreover, workers are found to be less motivated
when their team leader has been substituted with another one. It takes a significant amount of

time before the team can adjust itself to the changes. Nevertheless, it is imperative to underscore
the fact that it is only transformational leadership which can usher full motivation.
The main factor which often leads to team members being motivated in the presence of their
leader is the team bonding spirit which develops with time. Members in a team tend to bond
emotionally with their leader to the extent that separating the two becomes tricky. Even in cases
where a substitute team leader is brought on board, he or she is more or less regarded as a
manager but not a leader. This implies that the link between effective leadership and motivation
is not instantaneous. It is a process which demands time and space.
Employees tend to be more understanding when a leader reasons out rationally with them instead
of taking some actions individually (Manning & Curtis 48). It is evident that leadership style
used may generate mixed feelings among workers and their level of motivation at work place.
Although no particular leadership style can be proved to be effective in motivating workers, it is
imperative to note that although leadership and motivation have been treated in the past as two
separate and distinct entities, a close correlation can still be drawn between the two. There are
those who argue that leadership does not have any impact on motivation. If this were true, then
performance of an organization would not be tagged on the commitment and dedication of
employees. Such argument may be misleading because as noted earlier, leadership is a form of
social influence. Therefore, the team leader ought to be relational and accommodating to the
workers. A leader is much more than just a manager who dishes out principles to be followed by
workers. Moreover, a leader seeks to build the team through coordination and organization. In
any case, leadership is not only about showing the way but also leading the way. From this
understanding, a very strong link is established between leadership and motivation.

2.1 Need based theories

There are four major theories in the need-based category: Maslows hierarchy of needs, ERG
theory, Herzbergs dual factor theory, and McClellands acquired needs theory.
2.1.1 Maslows hierarchy of needs
Maslows theory is based on a simple premise: Human beings have needs that are hierarchically
ranked. There are some needs that are basic to all human beings, and in their absence, nothing
else matters. As we satisfy these basic needs, we start looking to satisfy higher-order needs. Once
a lower-level need is satisfied, it no longer serves as a motivator.
The most basic of Maslows needs are physiological needs. Physiological needs refer to the need
for air, food, and water. Imagine being very hungry. At that point, all your behavior may be
directed at finding food. Once you eat, though, the search for food ceases and the promise of
food no longer serves as a motivator. Once physiological needs are satisfied, people tend to
become concerned about safety. Are they safe from danger, pain, or an uncertain future? One
level up, social needs refer to the need to bond with other human beings, to be loved, and to form
lasting attachments. In fact, having no attachments can negatively affect health and well-being.
The satisfaction of social needs makes esteem needs more salient. Esteem needs refer to the
desire to be respected by ones peers, feeling important, and being appreciated. Finally, at the
highest level of the hierarchy, the need for self-actualization refers to becoming all you are
capable of becoming. This need manifests itself by acquiring new skills, taking on new
challenges, and behaving in a way that will lead to the satisfaction of ones life goals.
Maslows hierarchy of needs in the organizational context
Maslows hierarchy is a systematic way of thinking about the different needs employees may
have at any given point and explains different reactions they may have to similar treatment. An

employee who is trying to satisfy her esteem needs may feel gratified when her supervisor
praises her. However, another employee who is trying to satisfy his social needs may resent
being praised by upper management in front of peers if the praise sets him apart from the rest of
the group.
In the long run, physiological needs may be satisfied by the persons paycheck, but it is
important to remember that pay may satisfy other needs such as safety and esteem as well.
Providing generous benefits, including health insurance and company-sponsored retirement
plans, as well as offering a measure of job security, will help satisfy safety needs. Social needs
may be satisfied by having a friendly environment, providing a workplace conducive to
collaboration and communication with others. Company picnics and other social get-togethers
may also be helpful if the majority of employees are motivated primarily by social needs (but
may cause resentment if they are not and if they have to sacrifice a Sunday afternoon for a
company picnic).
Providing promotion opportunities at work, recognizing a persons accomplishments verbally or
through more formal reward systems, job titles that communicate to the employee that one has
achieved high status within the organization are among the ways of satisfying esteem needs.
Finally, self-actualization needs may be satisfied by providing development and growth
opportunities on or off the job, as well as by assigning interesting and challenging work. By
making the effort to satisfy the different needs each employee may have at a given time,
organizations may ensure a more highly motivated workforce.
2.1.2 ERG theory

ERG theory of Clayton Alderfer is a modification of Maslows hierarchy of needs. Instead of the
five needs that are hierarchically organized, Alderfer proposed that basic human needs may be
grouped under three categories, namely, Existence, Relatedness, and Growth. Existence need
corresponds to Maslows physiological and safety needs, relatedness corresponds to social needs,
and growth need refers to Maslows esteem and self-actualization.
ERG theorys main contribution is its relaxation of Maslows assumptions. For instance, ERG
theory does not rank needs in any particular order and explicitly recognizes that more than one
need may operate at a given time. Moreover, the theory has a frustration-regression hypothesis,
suggesting that individuals who are frustrated in their attempts to satisfy one need may regress to
another one. For example, an employee who is frustrated by the lack of growth opportunities in
his job and slow progress toward career goals may regress to relatedness needs and start
spending more time socializing with ones coworkers. The implication of this theory is that we
need to recognize the multiple needs that may be driving an individual at a given point to
understand his behavior and to motivate him.
2.1.3 Herzbergs dual factor theory
Frederick Herzberg approached the question of motivation in a different way. By asking
individuals what satisfies them on the job and what dissatisfies them, Herzberg came to the
conclusion that aspects of the work environment that satisfy employees are very different from
aspects that dissatisfy them. Herzberg labeled factors causing dissatisfaction of workers as
hygiene factors because these factors were part of the context in which the job was performed,
as opposed to the job itself. Hygiene factors included company policies, supervision, working
conditions, salary, safety, and security on the job. If these factors are considered inadequate by
employees, then they can cause dissatisfaction with work. When they exist, hygiene factors

actively create job satisfaction. If they are effective, then they can motivate an individual to
achieve above-average performance and effort.
The similarity between Herzberg's and Maslow's models is that they both suggest that needs
have to be satisfied for the employee to be motivated. However, Herzberg argues that only the
higher levels of the Maslow Hierarchy (e.g. self-actualization, esteem needs) act as a motivator.
The remaining needs can only cause dissatisfaction if not addressed. In contrast, motivators are
factors that are intrinsic to the job, such as achievement, recognition, interesting work, increased
responsibilities, advancement, and growth opportunities. According to Herzbergs research,
motivators are the conditions that truly encourage employees to try harder.
Herzbergs research has also received its share of criticism. One criticism relates to the
classification of the factors as hygiene or motivator. For example, pay is viewed as a hygiene
factor. However, pay is not necessarily a contextual factor and may have symbolic value by
showing employees that they are being recognized for their contributions as well as
communicating to them that they are advancing within the company. Similarly, quality of
supervision or relationships employees form with their supervisors may determine whether they
are assigned interesting work, whether they are recognized for their potential, and whether they
take on more responsibilities. Despite its limitations, the two-factor theory can be a valuable aid
to managers because it points out that improving the environment in which the job is performed
goes only so far in motivating employees.
2.1.4 McClellands acquired needs theory
According to this theory, individuals acquire three types of needs as a result of their life
experiences. These needs are need for achievement, need for affiliation, and need for power. All
individuals possess a combination of these needs. Those who have high need for

achievement have a strong need to be successful. A worker who derives great satisfaction from
meeting deadlines, coming up with brilliant ideas, and planning his or her next career move may
be high in need for achievement. Individuals high on need for achievement are well suited to
positions such as sales where there are explicit goals, feedback is immediately available, and
their effort often leads to success. Due to their success in lower-level jobs, those in high need for
achievement are often promoted to higher-level positions. However, a high need for achievement
has important disadvantages in management. Management involves getting work done by
motivating others. When a salesperson is promoted to be a sales manager, the job description
changes from actively selling to recruiting, motivating, and training salespeople. Those who are
high in need for achievement may view managerial activities such as coaching, communicating,
and meeting with subordinates as a waste of time. Moreover, they enjoy doing things themselves
and may find it difficult to delegate authority. They may become overbearing or micromanaging
bosses, expecting everyone to be as dedicated to work as they are, and expecting subordinates to
do things exactly the way they are used to doing.
Individuals who have a high need for affiliation want to be liked and accepted by others. When
given a choice, they prefer to interact with others and be with friends. Their emphasis on
harmonious interpersonal relationships may be an advantage in jobs and occupations requiring
frequent interpersonal interaction, such as social worker. In managerial positions, a high need for
affiliation may again serve as a disadvantage because these individuals tend to be overly
concerned about how they are perceived by others. Thus, they may find it difficult to perform
some aspects of a managers job such as giving employees critical feedback or disciplining poor
performers.

Finally, those with high need for power want to influence others and control their environment.
Need for power may be destructive of ones relationships if it takes the form of seeking and
using power for ones own good and prestige. However, when it manifests itself in more
altruistic forms, such as changing the way things are done so that the work environment is more
positive or negotiating more resources for ones department, it tends to lead to positive outcomes.
In fact, need for power is viewed as important for effectiveness in managerial and leadership
positions.
McClellands theory of acquired needs has important implications for motivating employees.
While someone who has high need for achievement may respond to goals, those with high need
for affiliation may be motivated to gain the approval of their peers and supervisors, whereas
those who have high need for power may value gaining influence over the supervisor or
acquiring a position that has decision-making authority. And, when it comes to succeeding in
managerial positions, individuals who are aware of the drawbacks of their need orientation can
take steps to overcome these drawbacks.
2.2 Reinforcement perspective of motivation
Reinforcement Perspective is the process of shaping behavior by controlling the consequences of
the behavior. The theory is a combination of rewards and/or punishments is used to reinforce
desired behavior or extinguish unwanted behavior.
Different kinds of Reinforcement:
Positive Reinforcement is the ability of strengthening behavior with rewards or positive
outcomes after a desired behavior is performed. Big assumption is that positive reinforced
behavior tends to be repeated while negative reinforced behavior tends to be inhibited.

Avoidance is the ability to strengthen behavior by avoiding unpleasant consequences that would
result if the behavior was performed.
Punishment is an adverse or unpleasant consequence (outcome) following an undesired
behavior it is used to weaken undesired behaviors by using negative outcomes or unpleasant
consequences when the behavior is performed.
Extinction is withdrawal of a positive reward following undesired behavior. It is where pay
raises, praise, and other positive outcomes are withheld until behavior changes.

Reinforcement within an Organization

Fixed-Interval Schedule within in an organization this would be showing reinforcement
on a fixed interval schedule, such as with weekly paying periods or yearly raises. With
this, the employee knows that if they work for 40 hours in a week then they should
receive the reinforcement of their weekly paycheck.

Variable-Interval Schedule is where you as a manager provides reinforcement at

varying intervals of time. This means that you provide reinforcement on a regular
schedule, but the employee just does not really know when to expect it next.

Fixed-Ratio Schedule is a type of reinforcement where time is not included in when the
employee gets reinforcement. Fixed ratio is based more on how many times the employee
does a good behavior.

Variable-Ratio Schedule provides reinforcement after varying numbers of behaviors are

performed. This is one of the best ways to reinforce your employees.

2.3 Intrinsic and extrinsic rewards

Intrinsic rewards are those that exist in the job itself. Examples are achievement, variety,
challenge, autonomy, responsibility, and personal and professional growth. They also include
status, recognition, praise from superiors and co-workers, personal satisfaction, and feelings of
self-esteem (Mahaney and Lederer 2006: 43). Intrinsic rewards increase feelings of self-esteem
and accomplishment (Honig-Haftel and Martin 1993: 261). Intrinsic rewards are derived from
the content of the task itself and include such factors as interesting and challenging work, selfdirection and responsibility, variety, creativity, opportunities to use ones skills and abilities, and
sufficient feedback regarding the effectiveness of ones efforts (Mottaz 1985: 366). Employees
are thought to be motivated to work hard to produce quality results when they have pride in their
work, they believe their efforts are important to the success of the team, and their jobs are fun,
challenging, and rewarding (Mahaney and Lederer 2006: 50).
Extrinsic rewards, on the other hand, are external to the job itself. They comprise such elements
as pay, fringe benefits, job security, promotions, private office space, and the social climate.
Other examples include competitive salaries, pay raises, merit bonuses, and such indirect forms
of payment as compensatory time off (Mottaz 1985: 366, Mahaney and Lederer 2006: 43). Firms
are able to improve worker productivity by paying workers a wage premium- a wage that is
above the wage paid by other firms for comparable labor. A wage premium may enhance
productivity by improving nutrition, boosting morale, encouraging greater commitment to firm
goals, reducing quits and the disruption caused by turnover, attracting higher quality workers and
inspiring workers to put forth greater effort (Goldsmith, Veum and Darity 2000: 352). As a result,
people are attracted to well-paying jobs, extend extra effort to perform the activities that bring
them more pay, and become agitated if their pay is threatened or decreased (Stajkovic and
Luthans 2001: 581). Extrinsic rewards are used to show that the company is serious about

valuing team contributions to quality. The monetary rewards consist of a cash bonus allocated to
each team member. The team bonus would be given separately from the salary. On the other
hand, team rewards must be used in ways that avoid destroying employees intrinsic motivation
to do their job. The need for continuous improvement requires employees to be innovators;
devising novel solutions that improve a work process or that delight the customer. The use of
extrinsic rewards that are tightly linked to team performance may teach team members to
become money hungry and undermine their intrinsic interest in the work itself (Balkin and Dolan
1997: 43).

2.4 Expectancy theory

The expectancy theory of motivation was formulated by Vroom (1964). This theory asserts that
workers are motivated by three factors to work: Valence Instrumentality Expectancy (VIE).
Valence stands for value, instrumentality is the belief that if we do one thing it will lead to
another (reward) and expectancy is the probability that action or effort will lead to a
performance. Expectancy theory is based on four assumptions (Vroom, 1964). One assumption is
that people join organizations with expectations about their needs, motivations, and past
experiences. These influence how individuals react to the organization. A second assumption is
that an individuals behavior is a result of conscious choice. That is, people are free to choose
those behaviors suggested by their own expectancy calculations. A third assumption is that
people want different things from the organization (e.g., good salary, job security, advancement,
and challenge). A fourth assumption is that people will choose among alternatives so as to
optimize outcomes for them personally.

Leaders should try to increase the belief that employees are capable of performing the job
successfully by selecting people with the required skills and knowledge; provide the required
training and clarify job requirements; provide sufficient time and resources; assign progressively
more difficult tasks based on training; follow employees suggestions about ways to change their
jobs; intervene and attempt to alleviate problems that may hinder effective performance; provide
examples of employees who have mastered the task; and provide coaching to employees who
lack self-confidence. In essence, leaders need to make the desired performance attainable. Good
leaders not only make it clear to employees what is expected of them but also help them attain
that level of performance. Greenberg et al. (2011); Lawler et al.(1983).Leaders should also link
directly the specific performance they desire to the rewards desired by employees. It is important
for employees to see clearly the reward process at work. Concrete acts must accompany
statements of intent. With a demographically diverse workforce, it is misleading to believe that
all employees desire the same rewards. Some employees may value a promotion or a pay raise,
whereas others may prefer additional vacation days, improved insurance benefits, day care, or
elder-care facilities ( McKee et al.(2002).

2.5 Equity theory

Equity theory recognizes that individuals are concerned not only with the absolute amount of
rewards they receive for their efforts, but also with the relationship of this amount to what others
receive. Based on ones input, such as effort, experience, education, and competence, one can
compare outcome such as salary level increases, recognition and performance. When people
perceive an imbalance in their outcome-input ratio relative to others, tension is created. This
tension provides the basis for motivation, as people strive for what they perceive as equity and

fairness (Robbins, 1993). One of the prominent theories with respect to equity theory was
developed through the work of J.S. Adams. Adams theory is perhaps the most rigorously
developed statement of how individuals evaluate social exchange relationships (Steers, 1983).
The major components of exchange relationships in this theory are inputs and outcomes. In a
situation where a person exchanges her or his services for pay; inputs may include previous work
experience, education, effort on the job and training. Outcomes are those factors that result from
the exchange. The most important outcome is likely to be pay, with outcomes such as
supervisory treatment, job assignments, fringe benefits and status symbols taken into
consideration.
Equity theory rests upon three main assumptions (Carrel, 1978). First, the theory holds that
people develop beliefs about what constitutes a fair and equitable return for their contributions to
their jobs. Second, the theory assumes that people tend to compare what they perceive to be the
exchange they have with their employers. The other assumption is that when people believe that
their own treatment is not equitable, relative to the exchange they perceive others to be making,
they will be motivated to take actions they deem appropriate. (Adams, 1965). This concept of
equity is most often interpreted in work organizations as a positive association between an
employees effort or performance on the job and the pay she or he receives.
Adams (1965) suggested that individual expectations about equity or fair correlation between
inputs and outputs are learned during the process of socialization and through the comparison
with inputs and outcomes of others. To further establish the causes of perceived and actual
inequity in organizations, Pinder (1984) stated that feelings of inequitable treatment tend to occur
when people believe they are not receiving fair returns for their efforts and other contributions.

The challenge therefore for organizations is to develop reward systems that are perceived to be
fair and equitable and distributing the reward in accordance with employee beliefs about their
own value to the organization. The consequences of employees perceiving they are not being
treated fairly create a variety of options for the employees (Champagne, 1989).
These options include the employees reducing their input through directly restricting their work
output, attempting to increase their output by seeking salary increases or seeking a more
enjoyable assignment. Other possibilities are to decrease the outcomes of a comparison with
others until the ratio of that persons outcomes to inputs is relatively equal or increasing the
others inputs. In addition to the above mentioned, the employee could simply withdraw from the
situation entirely, that is, quit the job and seek employment elsewhere (Hard 1990).
Extrinsic Factors are the actually factors that contribute to employees level of job satisfactions.
It has widely being known as job content factors which aim to provide employees meaningful
works that able to intrinsically satisfy themselves by their works outcomes, responsibilities
delegated experience learned, and achievements harvested (Robbins, 2009). Intrinsic Factors are
very effective in creating and maintaining more durable positive effects on employees
performance towards their jobs as these factors are human basic needs for psychological growth.
Intrinsic Factors will propel employees to insert additional interest into their job. When
employees are well satisfied by motivational needs, their productivity and efficiency will
improved.
2.6 Carrot and stick theory
This traditional motivational theory, attributed to philosopher Jeremy Bentham, dates back to
around 1800 during the Industrial Revolution. It breaks down motivation into two basic

components: incentives and fear. Some workers are motivated by the desire to attain additional
compensation, a yearning to achieve status and power by "moving up the ladder," or the need for
praise. But some workers act out of fear: the fear of losing a job, being reprimanded by a
supervisor or not being able to adequately perform an assignment
Benthams view was that all people are self-interested and are motivated by the desire to avoid
pain and find pleasure. Any worker will work only if the reward is big enough, or the punishment
sufficiently unpleasant. This view - the carrot and stick approach - was built into the
philosophies of the age and is still to be found, especially in the older, more traditional sectors of
industry.
At the same time, in all theories of motivation, the inducements of some kind of carrot are
recognized. Often this is money in the form of pay or bonuses. Even though money is not the
only motivating force, it has been and will continue to be an important one. The trouble with the
money carrot approach is that too often everyone gets a carrot, regardless of performance
through such practices as salary increase and promotion by seniority, automatic merit increases,
and executive bonuses not based on individual manager performance.
The stick, in the form of fear of loss of job, loss of income, reduction of bonus, demotion, or
some other penaltyhas been and continues to be a strong motivator. Yet it is admittedly not the
best kind. It often gives rise to defensive or retaliatory behavior, such as union organization,
poor-quality work, executive indifference, failure of a manager to take any risks in decision
making or even dishonesty. But fear of penalty cannot be overlooked. Whether managers are
first-level supervisors or chief executives, the power of their position to give or withhold rewards

or impose penalties of various kinds gives them an ability to control, to a very great extent, the
economic and social well-being of their subordinates.
2.7 Empowerment
Empowerment is a concept that has found popularity through the Total Quality Management an
as such does not have a precise meaning in terms of a motivational management tool.
Empowerment is about getting the best from your employees by utilizing them to their full
potential. Many people find themselves in jobs where they are forced to leave their minds at the
gate and collect them again when they leave. Empowerment is a process whereby an
organization allows individuals to develop to utilize their competence to distribute and influence
the organizations systems and working methods to achieve and sustain continuous improvement.
The key to empowerment is to change the perceptions and attitudes of managers. Managers must
be persuaded to change their views of employees as merely a labour force to manage in meeting
the organizations goals. Empowerment is about viewing employees as human assets or human
resources which are free of the restrictions normally associated with the traditional hierarchical
organizations not always capable of making the most successful use of their employees.
Empowerment is an internal decision by an individual to commit to achieving organizational
goals and objectives, to collaborate with others towards the accomplishment of common goals
and to choose to act freely within the boundaries and structure of the of the organization for the
purpose of achieving individual and organizational goals. (Duvall, C.K 1999).
In an empowering organization it is necessary to understand that motivating employees comes
not from traditional methods, such as bonus and reward schemes, but from meeting and
developing an employees values, beliefs, needs, emotions and ultimately their perception(s) in a
manner that helps to achieve better organizational performance and clearer more efficient

doctrine. This doctrine will not only include the organizations quality, health and safety and
environmental management systems needed to meet compliance and regulatory bodies, but also
includes specialist procedures and instructions required by production, servicing, human
resources and administration departments etc.
How empowerment affects Motivation
Empowerment allows for many of the needs identified by experts such as Maslow, Herzberg and
Maccoby in the field of motivational theories to be achieved. In the organizational context, an
empowered employee will typically believe they are competent to perform a task and want to be
developed to be able to perform other new and even more challenging tasks. Besides,
empowered employees would typically have needs such as;

Achievements within the organization to be recognized; although it should be noted that

as the individual becomes more accustomed to the values of such recognition, which
come from being part of an empowered organization / team, it is more likely this
employee will gain greater satisfaction from the achievements of other colleagues being

recognized.
The power to be able to improve and influence an organizations doctrine
The freedom to manage responsibilities without supervision
Furthermore, an empowered employee would be able to manage their emotions in such a
way as to ensure that they can be used positively for the overall good of the organization
as well as their colleagues. An empowered employee would have a positive mental
attitude and as such would be self-motivated to perform to the best of their ability.

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