Week 15 Motivation Theories Revised - Student

8/2/2019 Week 15 Motivation Theories Revised - Student

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3/18/12 Week 15: Theories of

Motivation Theories

Week 21Units 66


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The carrot or the stick?

Week 15: Theories of 22


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Questions

Non-FinancialMotivation

Question 1, p375

Question 2, p376

Question 3, p377 Case study p380

FinancialMotivation

Question 2, p384

Question 3, p387

Case study,p388



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Learning Outcomes

Explain the meaning of motivation inthe business context and describesome of the theories of motivation

Explain the difference betweenfinancial and non-financial methodsof motivation

Describe and provide examples offinancial and non-financial methodsof motivation that are commonly

used in businesses 44Week 15: Theories of


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What is Motivation?

Psychological process that givesbehaviour purpose and direction

An internal drive to satisfy anunsatisfied need

Drives, ambitions, desires and needs

that cause us to want to achievesomething.

Needs and how they can be satisfied,

differ between people. 55Week 15: Theories of


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Why is Motivationimportant in business?

Short-term: Lack of motivation maylead to reduced effort and a lack ofcommitment.

Negative motivation: fear ofredundancy/wage cuts.

Long-term: lack of motivation mayresult in

High levels of absenteeism

Industrial disputes 66Week 15: Theories of


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y are us nessesinterested in staff

motivation?1. Better productivity lead to lower unit costs ofproduction sell product at a lower price thancompetitors.

2.

Less absenteeism employees happy in work3. Less staff turnover fewer people

leaving/joining the business reduces training andHR costs.

4. Improved industrial relations with TradeUnions.

5. Contented workers give the firm a goodreputation, making it easier to recruit the best

workers.


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Theories of Motivation

Content theories

Process theories

Content: explain the specificfactors that motivate people. Whatdrives behaviour?

Maslow, McGregor, McClelland andHerzberg.

Process: concerned with the

thought processes that influence88Week 15: Theories of


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Maslows Hierarchy ofNeeds

Self-actualisation

99Motivation


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Motivation Theories 1010

Be what you wantto be

Respect / recognition

Need to belong /affection

Secure environment

Food, clothes etc


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Maslow Hierarchy ofNeeds

Appeal: find out which level eachindividual is at and decide onsuitable rewards.

Problems: some categories do notexist for certain individuals.

Rewards can appear in more thanone category.

When is a level satisfied?

Exceptions as Maslow realised.Week 15: Theories of 1111


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as ow s erarc y oNeeds:

Criticisms



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Historical Developments inManagement Theory

Around 1900 we find managerstrying to place their theories onwhat they regarded as a thoroughly

scientific basis.The early theorists can be divided into

two main groups:

1. Practicing Managers- (eg. Taylor &Fayol) (Classical theorists)

2. Social Scientists- (eg. Mayo &

McGregor) (Human relationstheorists


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Historical Developments inManagement Theory

1. Practicing Managers- Reflect upon andtheorise from personal experience, drawup principles. Focus on structuring of

work and organisations. Very prescriptiveto managers.

1. Social Scientists- academics, researchinto human behaviour in workplace motivation, communication, leadershipstyle, social behaviour.


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3/18/12 Week 15: Theories of Week 15: Theories of 1515


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Taylors Scientific Theory

Developed at the beginning of the20th century in Henry Fordsfactories

Why?

Taylor: regarded arrangements ashaphazard and inefficient.

Management: did not understandthe shop floor allowed wastefulpractice to continue.



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Craft to Mass production

http://www.youtube.com/watch?v=PvbG

http://www.youtube.com/watch?v=PvbG9Sjp97o&feature=relmfuhttp://www.youtube.com/watch?v=PvbG9Sjp97o&feature=relmfu


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Frederick Winslow Taylor(Scientific Management)

Taylor was born in Philadelphia,Pennsylvania, to a wealthy Quakerfamily.

In 1874, he became an apprenticemachinist, learning of factoryconditions at the grass-roots level.

Spent much of his life working on theproblem ofachieving greaterefficiency on the shop-floor,conducting experiments in improving

labour productivity.


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Frederick Winslow Taylor

Taylor thought that by analysing work, the"One Best Way" to do it would be found.

Remembered for developing the time andmotion study. He would break a job into itscomponent parts and measure each to thesecond.

One of his most famous studies involvedshovels. He noticed that the workers used

the same shovel for all materials. Hedetermined that the most effective loadwas 2 1/2 lb, and found or designedshovels that for each material would scoopup that amount.


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Then the supervisor, would teach it to the workerand make sure the worker did only those actionsessential to the task. This is why is it referred to asscientific management as Taylor attempted to

make a science for each element of work andrestrict alternatives to remove human variability orerrors.

Taylor was not really concerned with otherorganisational or management issues, his focus

was on efficiency.

Taylor believed that by increasing specialisationand the division of labour, the production process

would become more efficient.


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He was writing at a time when factorieswere creating big problems formanagement who needed new methodsfor dealing with the management

challenges.

Taylor was one of the first to attempt tosystematically analyse behaviour at work.

His model was the machine therefore hisideas are often characterised as themachine model of organisations.

Each task was broken down to its smallest

unit to identify the best way to do each


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Taylorism

He is known for coinage of the termscientific management, a form of industrialengineering that established the

organisation of work as in Ford's assemblyline.

This discipline moved management theoryfrom early time-and-motion studies to the

latest total quality control ideas. His approach is often referred to, as

Taylor's Principles, or frequently as

Taylorism.


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Taylorism 4 Principles

Taylor developed four principles of Scientific Management:

1. Replace rule-of-thumb work methods with methods basedon a scientific study of the tasks.

2. Scientifically select, train, and develop each worker ratherthan passively leaving them to train themselves.

3. Cooperate with the workers to ensure that the scientificallydeveloped methods are being followed.

4. Divide work nearly equally between managers and workers,so that the managers apply scientific managementprinciples to planning the work and the workers actually

perform the tasks

. His ideas, as well as Henry Ford's, relating toefficiency became highly influential during the

early days of the Soviet Union.


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Taylor and motivation

Workers are mainly motivated bypay.

His theory of scientific management argued:

Workers dont enjoy work and need closesupervision and control

Managers should break down production into

a series of small tasksWorkers then given training and tools towork as efficiently as possible on one set task

Workers then paid according to how much

they produce in a set period of time (piece-rate


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Taylor and motivation

However-

Workers came to dislike thisapproach as they were given boring,repetitive task, and were treated likehuman machines.

Firms (like Ford) could afford to sackworkers as productivity levelsincreased.

Lead to more strikes and industrialaction b dissatisfied workers.


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http://www.youtube.com/watch?v=CYbs

Mass Production : Ford Pt 2

http://www.youtube.com/watch?v=kFsB http://www.youtube.com/watch?v=PvbG

http://www.youtube.com/watch?v=CYbsBcPDVQMhttp://www.youtube.com/watch?v=kFsBC0_Uglghttp://www.youtube.com/watch?v=PvbG9Sjp97o&feature=relmfuhttp://www.youtube.com/watch?v=PvbG9Sjp97o&feature=relmfuhttp://www.youtube.com/watch?v=kFsBC0_Uglghttp://www.youtube.com/watch?v=CYbsBcPDVQM


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Taylor: Arguments in Favourof Money as a Motivator



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Taylor: Arguments AgainstMoney as a Motivator



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Taylors Scientific Theory:Weakness



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Motivation money?

Implementation of Taylors ideas hadsome success.

However in 1920s and 30s someapplications led to industrial unrest.

Recognition of other factors affectingmotivation.



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Human Relations Theories

Hawthorne Studies 1927-32 (EltonMayo)

Changes made in incentive schemes rest periods, hours of work, lighting,heating etc.

Conclusion: changes in financialincentives and conditions - littleeffect on productivity.

Cohesion and communicationbetween workers as the interactedWeek 15: Theories of 3333


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Mayo and motivation

Workers not just motivated bymoney, but more importantly byhaving their social needs met at

work

managers taking more of aninterest in workers, treating them with

respect and allowing them to interactand work in groups.


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Elton Mayo: HumanRelations Model

Elton Mayo found out that the social contacts aworker has at the workplace are very importantand that boredom and repetitiveness of tasks leadto reduced motivation.

Mayo believed that workers could be motivated byacknowledging their social needs and makingthem feel important.

As a result, employees were given freedom tomake decisions on the job and greater attentionwas paid to informal work groups.

Mayo named the model the Hawthorne effect. The

problem with his model is undue reliance on social


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Mayo and motivation

Mayo concluded workers are best motivated by:

1. Better communication between managers andworkers.

2. Greater management involvement inemployees working lives

3. Working in groups or teams

In practice, businesses should reorganise workersand production processes into groups and teams, andintroduce personnel departments to encourage greatermanager involvement in employees interests.

l


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Elton Mayo: HumanRelations Model

Elton Mayo found out that the social contacts aworker has at the workplace are very importantand that boredom and repetitiveness of tasks leadto reduced motivation.

Mayo believed that workers could be motivated byacknowledging their social needs and makingthem feel important.

As a result, employees were given freedom tomake decisions on the job and greater attentionwas paid to informal work groups.

Mayo named the model the Hawthorne effect. The

problem with his model is undue reliance on social


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Frederick Herzberg (1966)

Theory suggests that things whichprevent dissatisfaction are NOT thesame as things which create

satisfaction Both the approaches (hygiene and

motivational) should be done

simultaneously to be effective Professional and managerial staff

NOT shop floor workersMotivation 3838


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H b T F t


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Herzbergs Two-FactorTheory

Dissatisfaction andDe-motivation

Not dissatisfied butnot de-motivated

Satisfaction andMotivation

Hygiene

Factors (AvoidUnpleasantne

ss)

Motivator

Factors(Create

Satisfaction)

4040Motivation

Wages, and otherfinancialremuneration

Quality ofsupervision

Quality of inter-personal relations

Workingconditions

Feelings of jobsecurity

Status

Recognition

Challenging /stimulating work

Responsibility

M l Hi h f


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Be what you wantto be

Respect / recognition

Need to belong /affection

Secure environment

Food, clothes etc


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Job enrichment

Herzberg argues that only the higherlevels of Maslows hierarchy actuallymotivate workers.

Idea of job enrichment: workers havetheir jobs expanded so that theycan experience more of the

production process. More involvement, higher motivation

and a greater sense of achievement.

Theor su ests that thin s whichMotivation 4242


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McGregors Theory X and Y

Motivation 4343

Theory X

Theory Y

Lack integrityAvoid responsibilityWork as little as possible

Prefer to be told what todo

Have integrityWork towards objectivesWant to achieve

Will make decisions


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Douglas McGregor: Theory X


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Douglas McGregor: Theory Xor Theory Y?

Every management action rests ontheory

Theory X: traditional view of directionand control

Most people dislike work and will tryto avoid it

They must be coerced, controlled,

D l M G Th X


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Theory Y: integration of individual and organisational goals

External control and threat are not the only means ofdirecting effort

People can exercise self-direction and control towardsobjectives to which they are committed

Under proper conditions people will seek moreresponsibility

Imagination, ingenuity and creativity can be encouraged inthe solution of organisational problems

Do glas McGregor Theor X


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Those who see workers as Theory Xhave different policies (control, timerecording, supervision) than those

who hold Theory Y assumptions(responsibility, trust, initiative) e.g.Recognising potential at 3M

Hofstede (1989) (Section 15.6)showed that assumptions aboutwork also vary between countries

Process theories goal


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Process theories goalsetting theory

Locke (1968) goals affect motivation

Challenging but achievable goals motivate

Specific goals motivate more than vague ones

Participation in setting goals is motivating

Knowing results of past performance is necessary to

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Week 15 Motivation Theories Revised - Student