 If an experienced executive assistant discovered that she made the same amount of money as a

newly hired janitor, how do you think she would react? What inputs and outcomes might she
evaluate to make this comparison?
Psychologically speaking the executive assistant could be confused upset and disrespected because the skill set, she uses and
experience she has far surpassed a newly hired janitor . The scope of scope of growth for a newly hired janitor is surely not
comparable to an executive assistant. The executive assistant would probably address educational background work experience,
commendations and other valuable benefits she has provided for her organization. Involving her manager and asking for an
explanation for why such shrewd payroll exist may be one of the factors in what may lead to her resignation due to job
disunification. Equity is assets by the people through ratio of inputs with respect to outcomes. Inequality arises when the
balance of input to outcome ratio is distorted. For instance, an inexperienced new employee takes a salary which is equivalent
to the person that possess high level of experience or education. Thus, if it is discovered by an experienced executive assistant
that she is taking a salary which is equivalent to a recently employed janitor then the executive assistant might feel the
requirement to rectify inequality.

 Why do you think empowerment increases motivation? Do you see any ways in which a
manager’s empowerment efforts might contribute to demotivation among employees? Discuss.

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Like many managers, you may assume that motivating employees means doing things for them, such as paying annual bonuses,

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awarding free travel and giving time off. It might surprise you to learn that research actually shows that while these types of

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extrinsic rewards may cause a short-term burst of productivity, they also contain the seed for de-motivation in the long term.

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Why? Because once they are awarded, they become expected. So when revenues dictate that bonuses are smaller and vacation
days are fewer, people aren't just unmotivated, they actually become less satisfied with their jobs overall. This realization is at

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the heart of the work and research of the man known as the father of modern motivation, Frederick Herzberg. A noted
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psychologist and one of the most influential names in business management, Herzberg's research showed that while the
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absence of certain basic things -- like good working conditions and an appropriate salary --contributed to job dissatisfaction,
they didn't necessarily increase job satisfaction. In other words, they definitely de-motivate when absent, but don't necessarily
motivate when present. So, what does motivate people to work harder and perform at their best? According to Herzberg's
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research, real motivators include achievement, recognition, meaningful work, responsibility, advancement and growth. In
addition, if retention is a concern, then consider that the number one reason given for leaving a job is dissatisfaction with
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supervisors. No matter what type of work your employees do, you can begin to make changes in the way you manage and in
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your workplace that will create a more stable and motivating work environment.

Empowerment motivates employees because their managers share their power. Sharing power makes employees feel as though
they are a valued part of the company and can be trusted to make decisions and suggestions. If managers empower employees
to the point of no leadership being conducted on their part, I can where employees would get discouraged because of lack of
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coordination and lack of goal setting.

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