1. Motivation

2. What is motivation? Motivation is concerned with the desire to do something or achieve a particular result. Having motivated employees results in: Greater productivity Better quality products or service Lower staff turnover Reduced absenteeism

3. Monetary methods of motivation Fringe benefits Examples include company cars and discount vouchers. May not encourage greater productivity but often build company loyalty. BonusesA payment usually related to the achievement of a target. Usually easier to apply to sales or production rather than the provision of a service. Profit share Employees are encouraged to ensure that the business is profitable. However it is usually spread evenly between both hard-working and less hard-working staff.

4. Monetary methods of motivaiton CommissionPayments are made in relation to the number or value of sales made. Encourages increased sales but may lead to heavy-handed selling techniques. Piece ratePayments are made per item produced. Encourages productivity but sometimes at the expense of quality. OvertimeAdditional payment made for extra hours worked. Can provide greater flexibility to the workforce but may result in lower productivity during normal working hours if employees know they can access overtime payments.

5. Non-monetary methods of motivation Job rotationEmployees move between different jobs, e.g. on a production line. Results in flexible, multi-skilled staff but ultimately workers may just be moving from one boring job to another. Job enlargement Workers are given a wider variety of different tasks to carry out although there is no increase in the level of responsibility. This is sometimes called horizontal loading. Job enrichment Giving employees the chance to fully utilise their abilities through, for example, providing a range of challenges, training workers and allowing them to demonstrate their skills.

6. Non-monetary methods of motivation EmpowermentAllowing workers greater autonomy. They have greater freedom and power to control their own working lives. Team-workingInvolves organising workers into groups, setting team goals and awarding team rewards for achieving targets. Team-working fits with Mayo’s findings. ParticipationEmployees participate in organisational decision- making through such things as quality circles and works councils.

7. Motivational theorists It is useful to know 2 or 3 motivational theories from the following list: Maslow’s hierarchy of needs Mayo’s theory of human relations Herzberg’s two-factor theory

8. Maslow’s hierarchy of needs

9. Abraham Maslow Abraham Maslow was an American psychologist. He fully introduced his hierarchy of needs in 1954 to explain how people are motivated. Although Maslow’s theory was not intended to apply only to the workplace, it has practical applications in business.

10. Maslow’s hierarchy of needs Self actualisationSelf esteemSocialSafetyPhysiological

11. Maslow’s hierarchy of needs The hierarchy starts with our basic physiological needs for survival. As each need is met, the next need up the hierarchy becomes the motivator. Workplaces can help to meet these needs.

12. Maslow and the workplace Maslow’s needsExamples of how these may be met in the workplace Physiological/Basic Pay Decent working conditions Safety Health and safety provision Job security Social Staff room Team-working opportunities Self-esteem Recognition e.g. Employee of the month The chance to make a difference Self-actualisation Training Opportunities for promotion and career progression

13. However... One criticism of Maslow’s hierarchy is that workers may not seek to have all their needs met in the workplace. For example, if a worker has a hectic social and family life, they may not need to have their social needs met at work. Some researchers have questioned the order that Maslow has given the needs, whereas others even question the existence of a hierarchy at all.

14. Elton Mayo – the human relations movement

15. Elton Mayo Elt0n Mayo was a psychology lecturer in Australia and the USA during the early part of the 20 th century. Mayo’s human relations school of management theory came out of a study he carried out at Western Electric company’s Hawthorne Plant in Chicago.

16. Mayo’s theory of human relations Mayo’s experiments showed that:  teamwork is an important motivator  managers should take an interest in their workers. He suggested the physical conditions and pay matter less than social interaction when motivating employees.

17. Humans relations and firms According to Mayo, workers will be motivated if given the opportunity to:  Work in teams  Get involved in the direction and decision making of the organisation  Access effective communication channels with managers and other workers.

18. Herzberg’s two-factor theory

19. Frederick Herzberg Frederick Herzberg was an American psychologist. His two-factor theory was derived from the research he carried out in the 1950s to find out what caused satisfaction and dissatisfaction in the workplace.

20. Two-factor theory ‘Motivators’ can motivate but a lack of motivators does not cause dissatisfaction ‘Hygiene factors’ can cause dissatisfaction but cannot motivate

21. Motivators Motivators are factors that can motivate workers by providing job satisfaction. Motivators are concerned with the job itself and include achievement, recognition, opportunities for career progression and the responsibility.

22. Hygiene Factors Hygiene factors are external to the job itself and can only cause dissatisfaction if not fulfilled. Hygiene factors include company policy, supervision, pay and working conditions.

23. Two-factor and firms To create a motivated workforce firms must ensure that: Hygiene factors are met so workers are not demotivated Motivators are present to allow workers to be satisfied However, it may be difficult to provide motivators in low skilled jobs and, indeed, the workers themselves may not welcome career advancement or greater responsibility.