2.2

• Motivation


  The factors that influence the behavior of workers towards achieving set business goals
• Importance of motivation for employees


  • Positive feelings of motivation around work can mean that they are generally happy to engage in their work, which can translate into overall feelings of life satisfaction, with associated improvements in health and personal relationships
• Importance of motivation for businesses


  • Motivated employees are more productive, better problem-solvers, and have better relationships with colleagues and customers, which can lead to increased sales revenues and profits
• Fundamental Human Needs


  • Physical needs
  • Safety and security needs
  • Social needs
  • Esteem needs
  • Self-actualisation
• Human Needs


  • They are relatively few and finite, likely to be similar or the same for all countries and cultures, and change little over time
• Physical needs


  Anything needed for survival - food, water, clothing or shelter
• Safety and security needs


  Anything that provides physical safety or security such as job security, health, financial security, having a clean and safe place to work
• Social needs


  Anything that allows people to mix, socialise, form friendships and find acceptance
• Esteem needs


  Anything that allows people to find respect and achievement through the recognition of others, your boss telling you that you did a good job, praise
• Self-actualisation


  Achieving or reaching a person's maximum potential, trying to be the best person they can
• How Human Needs may or may not be satisfied at work
• Motivation Theories


  • The School of Scientific Management- Taylor
  • The Human Relations School- Mayo (Hawthorn effect)
  • The Neo-Human Relations School – Maslow, Herzberg, McClelland
  • Process Theories of Motivation - Process Theory (Vroom)
• Frederick Taylor's Scientific Management Theory


  • Focused on the efficiency of workers, believed that work could be studied scientifically by breaking down a task into different steps, claimed that workers should be monitored closely and given incentives if productivity improved
• Taylor's theories may have some validity in an assembly-line environment, but many question the usefulness of the theories in the modern workplace where work is becoming more complex and requires creativity, problem-solving and collaboration skills
• The Human Relations School


  • Focuses on the social and psychological aspects of work, emphasizing the importance of relationships and employee satisfaction, emerged as a reaction to the mechanical and impersonal approaches of classical management theories
• The Hawthorne Effect


  • Employees' productivity increased not necessarily because of changes in the physical working conditions, but because the workers knew they were part of an experiment and were being observed, highlighting the social and psychological aspects of motivation
• Maslow's Hierarchy of Needs Theory


  • Consists of 5 levels of human needs: physical, safety, social, esteem, and self-actualisation, with the lower-level needs needing to be satisfied before the higher-level needs can be addressed
• Maslow's theory is a useful tool for managers because they can provide for the needs of their employees, and if they are able to do this, their employees will be more motivated and therefore more productive
• Maslow's theory has some disadvantages and limitations
• Motivation Theorists


  • Frederick Taylor
  • Elton Mayo
  • Abraham Maslow
  • Frederick Herzberg
  • David McClelland
  • Victor Vroom
• Maslow's hierarchy of needs


  A theory of motivation that proposes a hierarchy of human needs, with the most basic needs at the bottom and higher-level needs at the top. As each level of need is satisfied, the individual is motivated to fulfill the next level of need.
• Levels of Maslow's hierarchy of needs


  • Physical needs
  • Safety needs
  • Social needs
  • Esteem needs
  • Self-actualization
• Herzberg's two-factor theory


  A theory of motivation that identifies two types of factors that affect employee motivation: hygiene factors (which do not motivate but can cause dissatisfaction if absent) and motivators (which can actively motivate employees).
• Herzberg's hygiene factors


  • Company policy and rules
  • Supervision (having a good manager)
  • Working conditions (safe, clean, bright etc)
  • Salary or wage
  • Relationships with others
• Herzberg's motivators


  • Achievement
  • Responsibility
  • The work itself (enjoying what you do)
  • Advancement (promotion)
  • Recognition of achievement (praise)
• McClelland's theory of needs

  A theory of motivation that identifies three fundamental needs that drive human behavior in the workplace: need for achievement, need for affiliation, and need for power.
• McClelland's needs


  • Need for achievement
  • Need for authority/power
  • Need for affiliation
• Expectancy theory


  A process theory of motivation that argues that motivation depends on employees' expectations of the results of their effort. It consists of three elements: expectancy, instrumentality, and valence.
• Elements of expectancy theory


  • Expectancy
  • Instrumentality
  • Valence
• Expectancy is the belief that effort will result in successful performance
• Instrumentality is the belief that successful performance will lead to desired outcomes or rewards
• Valence is the value or importance an individual places on the anticipated outcomes or rewards
• Process theories of motivation look at what people are thinking about when they decide whether or not to put effort into a particular activity
• Process theories see the individual as an active decision maker rather than trying to meet certain needs
• Motivation Theories


  • The School of Scientific Management– Taylor
  • The Human Relations School- Mayo (Hawthorn effect)
  • The Neo-Human Relations School – Maslow, Herzberg McClelland
  • Process Theories of Motivation - Process Theory (Vroom)
• Theorists


  • Frederick Taylor
  • Elton Mayo
  • Abraham Maslow
  • Frederick Herzberg
  • David McClelland
  • Victor Vroom
• Frederick Taylor's - Scientific Management / The theory of the economic man


  1. Break down a task into different steps

  2. Monitor and observe employees

  3. Standardise the most efficient method

  4. Train all employees in this method

  5. Implement across workforce

  6. Monitor closely and give incentives for improved productivity
• It is important to understand the time and context of Taylor's research. He studied manual labour – specifically workers moving pig iron at an American steel company. So his theories were developed in the context of hard physical and repetitive work.
• Taylor's claim


  Workers would respond positively to one factor – more money for their work
• Taylor's Scientific Management Theory


  • Use of scientific methods to improve work processes and productivity
  • Closely monitoring employees' work performance to identify the most effective methods and techniques
  • Concept of "scientific selection" to identify and train workers who demonstrated exceptional efficiency and productivity
  • Standardizing the most efficient methods and implementing across the workforce
  • Providing monetary incentives to workers who adopted and excelled in the standardized methods