1.4.4 Motivation theory

• Motivation refers to the inner desire or willingness that propels a person to take action and achieve a specific goal or outcome
• The impact of motivation on productivity

  • More productive and efficient - more likely to be engaged in their work and take initiative to meet or exceed their goals.
  • Generate higher levels of output and quality.
  • Productivity results in higher profits
• Impact of motivation on the reliability of workers

  • Motivated employees -more likely to be reliable and dependable.
  • Take pride in their job, show up on time, meet deadlines, and take fewer sick days.
  • Leads to increased trust between the business and its employees and higher productivity
•  Impact of motivation on turnover rates

  • Motivated employees are more likely to stay with the company long-term which reduces the turnover rate.
  • Lower turnover rates reduce the need for costly recruitment and training
• • Mayo suggests that the key to improving productivity and job satisfaction lies in understanding and improving the relationships between workers, supervisors, and management
• Mayo's motivation theory

  • Empowering employees in decision-making
  • Team-building activities build relationships
  • Providing feedback and recognition  to employees 
  • Creating a positive work environment by promoting open communication and providing support to employees 
  • Encouraging employee development by offering training programs, mentorship opportunities, and career advancement paths
• Advantages of Mayo

  • Stronger teams - sense of community and team spirit
  • Employee empowerment increases worker's sense of ownership and responsibility
  • Better communication as workers value open and honest communication
  • reduces misunderstandings and conflicts
  • Increased productivity as workers feel valued and supported
  • Improved job satisfaction
• Disadvantages of Mayo

  • Time-consuming as building positive relationships requires time and effort
  • Lack of control as workers take more decisions
  • Resistance to change - some workers and managers may be resistant to the changes required by Mayo's theory
  • Potential for conflict - attempts to build stronger relationships can also lead to conflicts and disagreements
  • Limited applicability - it may not work for businesses which require a high degree of individual autonomy and independence
• Maslow's hierarchy - Physiological Needs

  provide necessities for their employees e.g comfortable work environment, access to clean water and food, and adequate rest breaks
• Maslow's hierarchy - Safety Needs

  provide job security, fair pay, benefits, and safe working conditions for their employees
• Maslow's hierarchy - Love and Belonging Needs

  encourage teamwork and generate a sense of community and belonging within the workplace
• Maslow's hierarchy - Esteem Needs

   provide recognition for employees' accomplishments, and provide a positive work culture that values individual contributions
• Maslow's hierarchy - self actualisation


   can help employees achieve this need by offering opportunities for employees to pursue their passions and interests 
• Advantages - MASLOW

  • Higher employee satisfaction - increase productivity & lower turnover rates
  • Increased motivation: offering incentives that align with their specific needs and desires
  • Improved employee performance:  feel valued and supported by their employers are more likely to perform at a higher level
• Disadvantages - MASLOW

  • One size does not fit all: Businesses need to tailor their approach to meet the individual needs of their employees
  • Expensive: Meeting many individual needs can be costly
  • Time-consuming: significant effort from management to connect individually to understand opportunities for personal growth are desired
• Taylor - scientific management

  • Focuses on breaking down complex tasks into simpler ones, standardising work processes & providing workers with clear instructions & training to achieve maximum efficiency.
  • Many manufacturing businesses use Taylor's principles to structure their staff benefits, e.g. piece rate pay
  • Production lines involving human labour are often set up based on these principles
• How do business use Taylor's approach

  • Workers are trained to perform only one task, which they become very skilled at.
  • Workers are usually only paid for the completed work (piece rate pay)
• Advantages - Taylor

  • Increased efficiency = lowers costs
  • Standardised procedures for work processes that everyone follows can help reduce errors and inconsistencies.
  • Specialisation of labour leads to greater efficiency and productivity.
  • Clear hierarchy and lines of authority can lead to more efficient decision-making and communication.
  • Improved training and development can lead to better performance and job satisfaction.
• Disadvantages - Taylor

  • Overemphasis on efficiency reduces worker satisfaction and creativity.
  • Workers may disengage from work if they are reduced to working in a machine-like system.
  • Limited applicability - may not work for roles that require high levels of creativity, problem-solving, or interpersonal skills.
  • Potential for exploitation as this approach may be used to extract more work from workers without compensating them fairly.
• What does Hertzberg's theory suggest?

  • suggests that there are two types of factors that affect employee motivation and job satisfaction.
  • Hygiene factors are elements that do not necessarily lead to job satisfaction, but their absence can cause dissatisfaction, which decreases motivation, e.g poor teamwork in the workplace
  • Motivators are elements that lead to job satisfaction and motivation, e.g. increased responsibility
• Hertzberg's 2 factor theory

  
• Using hygiene factors to decrease dissatisfaction

  • Pay fair wages and salaries - employee may become dissatisfied and demotivated.
  • Offer excellent working conditions - If the workplace is dirty, unsafe, or uncomfortable, employees may become dissatisfied and demotivated.
  • Offer employment contracts - provide job security - employees may become anxious and demotivated and contribute less to the business goals if position not secure.
• Using motivators to increase satisfaction

  • Build recognition and rewards culture - When employees recognised and rewarded for hard work = motivated to continue performing well.
  • Offer opportunities for growth and development - When given opportunities to learn new skills and advance in careers, they are motivated to continue working for the company.
  • Provide challenging work which requires problem solving - When given challenging work, allows them use their skills and abilities, they are motivated to continue performing well.
• What are financial incentives?

  • Rewards or payments given to employees in return for their labour or improved performance.
• Piecework

  • Paid according to no of units/pieces produced.
  • Commonly used in manufacturing or assembly-line setting - encourages workers to produce more and increase their output.
  • (Taylor)
• Commission

  • percentage of sales revenue paid to workers who sell products or services.
  • Commonly used in sales roles & motivates staff to sell more and increase their sales revenue.
  • (Hygiene factors/Needs (Maslow))
• Bonus

  • Additional payment given to staff as reward for achieving specific goals, completing projects on time, or exceeding performance expectations.
  • Motivates staff to work harder and achieve better results.
  • (Maslow's hierarchy, Hertzberg)
• Profit share

  • Portion of company's profits are distributed among staff, - encourages them to think like owners, work collaboratively and focus on company's overall goals.
  • (Hertzberg - motivator)
• Performance related pay

  • Paid based on performance - theoretically motivates staff to work harder & achieve better results.
  • Severely criticised as discriminatory and open to abuse by managers.
  • (Hygiene factor - Hertzberg)
• What are non-financial incentives?

  Rewards or motivators not directly related to money.

  Intangible and include methods that lead to recognition, praise, job satisfaction, and work-life balance
• Delegation (NFI)

  • involves transferring responsibility from a manager to their staff.
  • Gives employees a sense of ownership and control over their work, which can lead to improved productivity.
  • (Maslow, Motivator - Hertzberg)
• Consultation (NFI)

  • Involves seeking input of staff on decisions that affect their work.
  • This inclusion can increase staff engagement and commitment - leading to improved productivity.
  • (Maslow)
• Empowerment (NFI)

  • Giving staff authority & resources to make decisions and take action without first receiving management approval.
  • Increases staff sense of ownership and responsibility = improved productivity.
  • (Maslow/ Hertzberg - Motivator)
• Team Work (NFI)

  • Involves creating opportunities for staff to work collaboratively.
  • Staff can share ideas and expertise, leading to improved productivity and innovation.
  • (Mayo)
• Flexible Working (NFI)

  • Involves providing staff with option to work remotely or adjust hours to suit lifestyle.
  • Increase staff satisfaction & work-life balance = improved productivity and reduced turnover.
  • (Maslow/ Motivator-Hertzberg)
• Job Enrichment (NFI)

  • Involves adding more challenging or meaningful tasks to job.
  • Staff feel more motivated and engaged = improved productivity.
  • (Mayo/Motivator-Hertzberg)
• Job rotation (NFI)

  • Involves moving staff between different roles in the business.
  • Exposes staff to new challenges and experiences, which can increase motivation, understanding and skill.
  • (Hertzberg motivator)
• Job enlargement (NFI)

  • Involves expanding staff's job duties to include additional tasks or responsibilities.
  • Engaging with a variety of tasks can increase motivation and job satisfaction, leading to improved productivity.
  • (Mayo/Hertzberg - Motivator)