Motivation Theorists/Theories
- Created by: marinaborrego_
- Created on: 15-04-18 11:18
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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 ¬e 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)
- 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
- 5. Train all workers in this quickest method and do not allow them to make any changes to it
- 4. Identify the quickest method recorded
- 3. Record the time taken to do each part of the task
- 2.Observe them performing the task ¬e the key elements of it
- 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
- Scientific Management
- 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
- Reaching one's full 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
- Respect from others;status; recognition of achievement
- Social Needs
- Trust; acceptance; friendship; belonging to a group; social facilities
- Working in teams/groups and ensuring good communication to make workers feel involved
- Trust; acceptance; friendship; belonging to a group; social facilities
- 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
- Protection from threats; job security; health and safety at work
- Physical Needs
- Food; shelter; water; rest
- Income from employement high enough to meet essential needs
- Food; shelter; water; rest
- Self-actualisation
- 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
- Level of Needs
- Hierarchy of Human Needs
- 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
- Changes in working conditions and financial rewards have little or no effect on productivity
- The Hawthorne Effect- Conclusions
- Human Relations Theories
- 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
- Motivating Factors
- 'Two Factor Theory'
- 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
- Authority/power
- Three types of Motivational Needs
- Motivational Needs Theory
- 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
- Valence
- 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
- Based on three beliefs:
- Expectancy Theory
- Taylor (1856-1915)
- 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)
- 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
- 5. Train all workers in this quickest method and do not allow them to make any changes to it
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