Motivation Theories Summary

Maslow’s Hierarchy of Needs Abraham Maslow categorised and prioritised our needs. Believed we must achieve our basic needs for before moving on 1908 – 1970)

Maslow’s Hierarchy of Needs Creativity, morality, lack of prejudice, full potential reached Confidence, achievement, respect Family & friendship Health, property, resources, security Breathing, food, water, sleep

What does this looks like in the workplace? Steps Examples Physical Needs Safety Love & Belonging Self-esteem Self-Actualization Comfortable environment All hygiene requirements Job security Wages covers basics + Team work Leadership you respect Opportunity to display talent Recognition of status Career development Challenging work

Case Study – Kellogg’s

Criticism Structure is not necessarily a hierarchy Lack of direct cause and effect between need and behaviour Workers may not seek to have all their needs met in the workplace.

Conclusions If lower needs are not met then workers will not be motivated to produce more. If lower needs are not met the higher ones are not a useful form of motivation. Once a need is met it will no longer motivate workers.

Scientific management, also called Taylorism was a theory based on improving labour productivity through analysing and improving workflow processes. 1856 - 1915 It was one of the earliest attempts to apply science to the engineering of processes and to management.

Taylor’s process Taylor conducted experiments in productivity and applied scientific principles to its management. He observed workers and timed tasks which identified efficient workers and investigated their methods to establish the most efficient way. He broke down tasks to create speed, repetition & specialisation. Designed specific tools for the jobs Established strict instructions which must be followed Designed pay systems to reward those who achieve the output rate and penalise those who do not.

The Impact of Taylor Lack of variety in tasks Loss of freedom in workload Workers treated like machines Created the environment for increased automation An INCREASE in worker dissatisfaction

Criticisms of Taylor Taylor's approach assumes people are all the same and are motivated by $ only.. Taylor overlooked the fact that people work for reasons other than financial reward. Piece-rate systems of pay do not make sense for all occupations/jobs The economic interests of workers and management are rarely identical.

Human Relation and Content Theory: Elton Mayo and the Hawthorne Effect Investigated groups of workers working together while changing physical factors around them; e.g. heat, light, breaks etc. Showed that output rose when conditions worsened. This was due to the resilience of a tightly knitted group. Human factor not physical factors

Human Relation and Content Theory: Elton Mayo and the Hawthorne Effect Mayo’s research showed the importance of treating employees as humans not machines and taking an interest in them. Showing the use if group incentives (give workers a sense of belonging)

Impacts on modern work places Increased amount of communication between managers & workers (blogs, newsletters) Provide options of working in teams Encouragement for social events within and outside of work. HR departments becoming a regular feature of modern day organisations. Personal development plans to motivate employees

Motivation: Herzberg 2 Factor Theory Motivators challenging work, recognition, responsibility that gives positive satisfaction, arising from intrinsic conditions of the job itself, such as recognition, achievement, or personal growth Hygiene factors job security, salary, fringe benefits (work conditions) that do not give positive satisfaction, though dissatisfaction results from their absence. These are extrinsic to the work itself.

FILL IN THE BOX WITH FACTORS YOU THINK ARE ABOUT “HYGIENE” FILL IN THE BOX WITH FACTORS YOU THINK are motivators that lead to satisfaction

Maslow & Herzberg Motivators concern the nature of the work, and relate to the higher order needs Hygiene factors concern work environment and relate to the lower order needs

Conclusion Herzberg stated that: Hygiene Factors must be met for workers to have a positive attitude to work. Motivators must be met to allow workers to get motivated about their work and work to a high standard.

Victor Vroom - Expectancy Theory An employee will behave or act in a certain way because they are motivated through the expected result of the behaviour. E.g. A worker will work harder if he/she expects promotion as a result of the harder work Expectancy – Instrumentality - Valence

Effort to Performance Expectancy- is the belief that one's effort (E) will result in attainment of desired performance (P) goals. This is usually based on an individual's past experience, self-confidence, and the perceived difficulty of the performance standard or goal. When goals are set too high or performance expectations that are made too difficult. This will most likely to lead to low expectancy. have expectations of their ability to do the work therefore managers need to find out the level of training and supervision that the workers feel they need.

Instrumentality : Performance Instrumentality: is the belief that a person will receive a reward if the performance expectation is met. This reward may come in the form of a pay increase, promotion, recognition or sense of accomplishment. Instrumentality is low when the reward is the same for all performances given. Factors associated with the individual's instrumentality for outcomes are trust, control and policies. If individuals trust their superiors, they are more likely to believe their leaders promises.

Valence Valence: the value an individual places on the rewards of an outcome, which is based on their needs, goals, and values. The valence refers to the value the individual personally places on the rewards. -1 →0→ +1 -1= avoiding the outcome 0 = indifferent to the outcome +1 = welcomes the outcome In order for the valence to be positive, the person must prefer attaining the outcome to not attaining it.

Application in Business Clear company goals should be communicated. Managers need to find out what their staff value, and use these as motivators Workers have expectations of their ability to do the work therefore managers need to find out the level of training and supervision that the workers feel they need. Managers need to ensure that promises of rewards are fulfilled.

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