motivation

• what is motivation?


  motivation is the desire and energy to complete tasks to the highest standard; creating commitment to the job and employer
• benefits of a motivation

  • increased productivity and quality
  • lower staff turnover and absenteeism
  • better customer service and reputation
• what is taylors scientific management?

  • workers are motivated by financial rewards (eg. piece-rate pay)
  • focus on efficiency and standardization; workers treated as 'machines' instead of having the responsibility of planning and decision-making
  • methods are still relevant in industries where labour costs need to be minimized (eg. fast food chains)
  • drawback: limited focus on employee satisfaction
• what is mayos hawthorne experiments?

  • emphasized group dynamics, communication, and recognition
  • workers feel valued when their wellbeing is prioritized
• what are maslows hierachy of needs?

  1. physiological
  2. safety
  3. love/belonging
  4. esteem
  5. self-actualization

  • satisfaction of lower levels is essential before higher levels can motivate
  • employers must balance the cost of meeting higher-level needs with the expected returns in productivity and quality
  • mass level workers -> only have basic and safety needs prioritized, core workers may see higher-level needs met for strategic benefit
• what is herzbergs two-factor theory?

  • motivators -> job enrichment, achievement, recognition
  • hygiene factors -> job security, working conditions, salary (prevents dissatisfaction)
  • training and communication are also emphasized as essential tools for addressing both hygiene factors and motivators
  • job enrichment -> include opportunities for decision-making and promotion structures
• expectancy theories (vroom, porter & lawler)

  • motivation = valence x instrumentality x expectancy
  • valence - value of reward
  • instrumentality - link between performance and reward
  • expectancy - belief in achieving the target
  • emphasizes the importance of fairness in reward systems -> ensures rewards are proportional to effort -> maintains motivation
• why are motivation theories used?

  • address employee needs
  • foster job satisfaction and productivity
  • tailor approaches for diverse workforces
• what is a criticism of motivation theories?

  not all theories are applicable to unskilled workers or temporary roles
• financial methods of motivation:

  • piece rate: payment per item produced
  • commission: earnings based on sales
  • bonuses: extra pay for achieving targets
  • salaries: fixed annual income
  • profit sharing: portion of company profits
  • share ownership: stock options for employees
  • performance-related pay: pay linked to evaluation results
• non financial methods of motivation:

  • consultation: involving workers in decision-making
  • job design: creating meaningful, complete task
  • job enlargement: adding more varied tasks
  • job rotation: shifting tasks regularly
  • job enrichment: adding responsibility and decision-making
  • empowerment: granting autonomy
  • team working: collaborative group projects
  • flexible working: options like remote work or flexible hours
• evaluation of financial vs non-financial methods:

  financial:

  • best for immediate results or lower-level needs (eg. pay raises for living standards)
  • may not sustain long-term motivation

  non-financial:

  • addresses higher-level needs (eg. recognition, self-fulfillment)
  • may have higher implementation costs (eg. training, job redesign)
• impact of a motivated workforce:

  on business:

  • increased innovation and productivity
  • better reputation and competitive edge

  on stakeholders:

  • enhanced customer satisfaction
  • high employee morale and loyalty
• mayos human relations school findings:

  • recognized the importance of managers adapting their approach to different groups of workers
  • effective leaders in small teams can transform working practices and increase engagement by fostering group dynamics
• theory x managers (mcgregor):


  • believe workers are inherently lazy and lack ambition
  • use strict supervision, control, an d punishment to enforce productivity
  • avoids non-financial motivators, seeing them as costly and ineffective
• theory y managers (mcgregor):

  • believe workers are self-motivated and thrive on responsibility
  • encourage autonomy, empowerment, and participation in decision-making
  • emphasize both financial and non-financial motivators to unlock potential