2. Learning Objectives To be able to apply the content theories of Mayo and McClelland and the process theories of Vroom and Adams HL ONLY

3. Elton Mayo(1880-1949) In the 1920s Elton Mayo, a professor of Industrial Management at Harvard Business School led a landmark study of worker behavior at Western Electric, the manufacturing arm of AT&T.

4. Hawthorne experiments(1924-1932) Airplane View of Hawthorne Works, 1925 Western Electric, produced telephones, cables, transmission equipment, and switching equipment.

5. Hawthorne experiments Airplane View of Hawthorne Works, 1925 Hawthorne WorksHawthorne Works had commissioned a study to see if its workers would become more productive in higher or lower levels of light

6. Many types of experiments were conducted Western electric company,Illionis

7. Donald Chipman, Supervisor, Western Electric, 1931 Illumination Study, 1926 The initial purpose was to study the effects of lighting on worker productivity Researchers found that productivity almost always increased after a change in illumination but later returned to normal levels. This effect was observed for minute increases in illumination Illumination Studies, 1924 -1927 Important because This forced Mayo to accept that Working conditions in themselves were not that important in determining productivity levels Other motivational factors needed to be investigated further before conclusions could be drawn

8. Conclusions Changes in working conditions and financial rewards have little or no effect on productivity When management consult with workers and take an interest in their work, then motivation is improved Working in teams and developing a team spirit can improve productivity Control of workers such as breaks can have a positive motivational effect

9. Evaluation of Mayo’s research in today’s businesses Trend towards giving workers more of a role in a business – participation Personnel (human resources) departments being established Team and group working ‘people’ side of business

10. David McClelland(1917-1998) American Psychologist THEORY OF NEEDS

12. McClelland Stated that these three needs are found to varying degrees in all workers and managers The mix of motivational needs characterise a person’s or manager’s behaviour, both in terms of what motivates them and how they believe other people should be motivated McClelland firmly believed that ‘achievement motivated’ people are generally ones that make things happen and get results However they can demand too much of their staff

13. Process Theories Emphasise how and why people choose certain behaviours in order to meet their personal goals and the thought processes that influence behaviour. Process theories study what people are thinking about when they decide whether or not to put the effort into a particular activity

14. Victor Vroom(1964) Expectancy Theory

15. Victor Vroom Suggested that individuals choose to behave in ways that they believe will lead to outcomes they value His expectancy theory states that individuals have different sets of goals and can be motivated if they believe that – There is a positive link between effort and performance – Favourable performance will result in a desirable reward – The reward will satisfy an important need – The desire to satisfy the need is strong enough to make the work effort worthwhile

16. Expectancy – people have different expectation about their experience, capability and level of self confidence in tackling a task Instrumentality – people hold the perception that if they meet performance expectations then they will be rewarded Valence – people place different values on different rewards. They will think about the extra effort in terms of intrinsic and extrinsic rewards Even if just one of these conditions or beliefs are missing then, Vroom argued, workers will not have the motivation to do the job well

17. Adam’s Equity Theory

18. Adam’s Equity Theory(1963) The degree of equity in rewarding efforts will have an impact on the level of motivation. There is inequality if those who contribute more are paid less.

20.  Workers will compare their efforts and rewards to those of others in the workplace  Each worker should receive a remuneration package that reflects his or her efforts