Motivation Theorists/Theories

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  • Motivation Theorists
    • Taylor     (1856-1915)
      • Scientific Management
        • He favoured ‘division of labour’- breaking work down into small repetitive tasks. 
        • 1. Select workers to perform a task
          • 2.Observe them performing the task &note the key elements of it
            • 3. Record the time taken to do each part of the task
              • 4. Identify the quickest method recorded
                • 5. Train all workers in this quickest method and do not allow them to make any changes to it
                  • 6. Supervise workers to ensure that this 'best way' is being carried out & time them to check that the set time is not being exceeded
                    • 7. Pay workers on the basis of results(economic man)
      • Economic Man
        • The view that man is driven or motivated by money alone and the only factor that could stimulate further effort was the chance of earning extra money
    • Maslow (1908-1970)
      • Hierarchy of Human Needs
        • Level of Needs
          • Self-actualisation
            • Reaching one's full potential
              • Challenging work that stretches the individual- this will give a sense of achievement; opportunities to develop and apply new skills will increase potential
          • Esteem Needs
            • Respect from others;status; recognition of achievement
              • Recognition for work done well- status, advancement and responsibilty will gain the respect of others
          • Social Needs
            • Trust; acceptance; friendship; belonging to a group; social facilities
              • Working in teams/groups and ensuring good communication to make workers feel involved
          • Safety Needs
            • Protection from threats; job security; health and safety at work
              • A contract of employement with some job security- a structured organisation that gives clear lines of authority to reduce uncertainty; ensuring health and safety conditions are met
          • Physical Needs
            • Food; shelter; water; rest
              • Income from employement high enough to meet essential needs
        • Limitations of Maslow's Approach
          • In practice it can be very difficult to identify the degree to which each need has been met and which level the worker is on
          • Self- actualisation is never permanently achieved - Jobs must continually offer challenges and opportunities for fulfillement, otherwise regression will occur.
          • Money is necessary to satisfy physical needs, yet it might also play a role in satisfying the other levels of needs, such as status and esteem
          • Not everyone has the same needs as assumed by the hierarchy
    • Mayo      (1880-1949)
      • Human Relations Theories
        • The Hawthorne Effect- Conclusions
          • Changes in working conditions and financial rewards have little or no effect on productivity
            • Have little or no effect on productivity
          • When management consult with workers and take an interest in  their work
            • Then motivation is improved
          • When some control over their own working lives is given to workers(e.g. deciding when to take breaks)
            • There is a positive motivational effect
          • Workinng in teams and developing a team spirit
            • Can improve productivity
          • Groups can establish their own targets or norms
            • These can be greatly influenced by the informal leaders of the group
    • Herzberg (1923-2000)
      • 'Two Factor Theory'
        • Motivating Factors
          • Aspects of a worker's job that can lead to positive job satisfaction, such as achievement,recognition, meaningful & interesting work and advancement at work
        • Hygiene Factors
          • Aspects of a worker's job that have the potential to cause dissatisfaction such as pay, working conditions, status & oversupervision by managers
        • Consequences for today's businesses
          •  Ensuring good hygiene factors such as payment= movement to do a job, but this doesn’t mean they want to do it, which requires the motivators to be in place to do it well & be motivated
          •    Job enrichment= complete units of work (mass production demotivating If on own should be in teams// feedback on performance- want to achive more, a range of tasks ties in with hierarchy self actualisation. 
          •  Good working conditions and higher pay is quickly taken for granted therefore motivators important.
        • Evaluation of Herzberg's work
          • Team-working more widespread, Workers more responsible. Firms are continually looking for ways to improve effective communication, and group meetings allowing two-way communication are often favoured
    • McClleland (1917-1998)
      • Motivational Needs Theory
        • Three types of Motivational Needs
          • Authority/power
            • • Authority/power motivation: person with this dominant need is ‘authoritative motivated’: need to be influential, effective and make an impact. Strong leadership instinct-when authority is gained over others it brings personal status and prestige
          • Achievement
            • seek to reach realistic, challenging goals &  job advancement. There is a constant need for feedback regarding progress & achievement and a need for a sense of accomplishment. Result-driven attitude- successful entrepreneur
          • Affiliation
            • Need for friendly relationship, motivated towards interaction with other people, tend to be good team members- need to be liked, popular & held in regard
    • Vroom (1932-)
      • Expectancy Theory
        • Based on three beliefs:
          • Valence
            • The depth of the want of an employee for an extrinsic reward(e.g.money) or an intristic reward(e.g.satisfaction)
          • Expectancy
            • The degree to which people believe that putting effort into work will lead to a given level of performance
          • Instrumentality
            • The confidence of employees that they will actually get what they desire, even if it has been promised by the manager
        • Theory states that: individuals have different sets of goals and can be motivated if they believe that:
          • The reward will satisfy an important need
          • There is a positive link between effort and performance
          • The desire to satisfy the need is strong enough to make the work effort worthwhile
          • Favourable performance will result in a desirable reward
  • 4. Identify the quickest method recorded
    • 5. Train all workers in this quickest method and do not allow them to make any changes to it
      • 6. Supervise workers to ensure that this 'best way' is being carried out & time them to check that the set time is not being exceeded
        • 7. Pay workers on the basis of results(economic man)

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