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Motivation Theories in Workplace Today

Explore key motivation theories from Taylor to McClelland, their impact, and criticisms. Learn how internal and external factors drive employees towards goals, from monetary incentives to psychological needs. Discover why understanding employee motivation is crucial for modern management practices.

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Motivation Theories in Workplace Today

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  1. Chapter 9 - Motivation • AS Definition - Theinternal and externalfactorsthatstimulatepeopletotakeactionsthat lead toachieving a goal

  2. Taylor - review • A summationplease, ______________

  3. Taylor • Employees are primarilymotivatedbymoney • He concludesthathigherprofitability can be achievedbysetting targets relatedtopay

  4. Taylor • Focusedontheproductionprocess • He advocatedrepetitivetasksbasedondivision of labor • Receiveyourstandardwages (CALLED PIECE RATE) plus extra (bonus) ifyouexceedgoals • FOR EXAMPLE, theassembly line (formassproduction) usedby Ford Motor companytomakethefirst cars in the 1920s

  5. Critics of Taylor • Histheories ignore the non-financialfactorsthatmotivateemployees • Duetohigherattainment of educationthesedays, workers do notwanttosimplybetoldwhatto do (want input) • And whataboutrepetitivetasksactuallyleadingtojobdissatisfaction, therebypossiblydemotivatingemployees?

  6. Taylor • Some of what he talkedaboutmaynotfullyfittoday´s more educatedworkforce, buttheprinciples are stillveryimportant, and usedthroughouttheworld

  7. Maslow • A summation, please ________________

  8. Maslow • Focusedonthepsyschologicalneeds of workers, and hadhisheirarchy of needs

  9. Maslow Selfactualization Esteemneeds Social needs Security needs Physiologicalneeds

  10. Critics of Maslow • Levels of needs are difficulttomeasure • He assumesthateveryoneismotivated in thetheprescribedorder of hismodel • Finally, thereis no explanation of whatmotivatespeople once theyhaveachievedself-actualization

  11. McGregor • A summation, please ________________

  12. Mcgregor • There are Theory X and Theory Y Managers • Mcgregorsaysthat a manager´sbeliefsabouthisemployeeswillshapehis/hermanagementstyle, so he focusedon managers` attitudes

  13. Mcgregor • THEORY X – NEGATIVE MANAGEMENT ATTITUDE - these managers assumetheirworkers are lazy and so theyneedtoadoptanauthoritarianstyle of management • THEORY Y – POSITIVE MANAGEMENT ATTITUDE – these manager assumeworkers are abletoachieveobjectivesontheirowninitiative

  14. Mcgregor • Theory Y continued – so workerssimplyneed a challenge in theirjob, and theywillwhatisnecessarytoachievethegoal • So Mcgregordoesadvocate managers adopt a Theory Y approach

  15. Herzberg • A summation, please _____________

  16. Herzberg – 1950s • There are twofactorsaffectingmotivation: hygienefactors, alsocalledmaintenancefactorsare physicalaspects • Motivatorsare psychologicalaspects

  17. Herzberg • Hygienefactorsare yourbasicneeds, similar toMaslow´shierarchy, likeneeding a basiclevel of salarytolive off of • Buthygienefactorsbecomeanexpectation (takenforgranted), SO THEY DO NOT MOTIVATE THE EMPLOYEE

  18. Examples of Hygienefactors • Companypolicies and rules • Salary • Security • Status • Supervision and coordination • Workingconditions

  19. Herzberg • Motivatorsare thefactorsthat can lead topsychologicalgrowth in worker • Leads tojobsatisfaction and high performance at work • Herzbergsaidthatthesemotivatorsshouldbetheaim, utilizingdemocraticmanagementstyles

  20. Examples of Motivators • Achievement • Advancement • Interestingtasks • Opportunitiesforpromotion • Personal growth • Recognition • Responsibility

  21. Herzberg advocated a key non-financial Incentive • Job Enrichment– givingworkers more complex and challengingtasks

  22. Mayo • A summation, please _______________

  23. Mayo • Conductedthe Hawthorne experiments (lasting FOUR YEARS) in the USA, came up withtheHawthorne Findings • Theexperimentsshowedthatanincrease in output wassimplyduetopeoplehave more sayabouttheirwork and managementcaring more aboutthem

  24. Mayo • Management needstotakeaninterest in thewelfare of theirworkers (and givethem a sense of belonging)

  25. Mayo´sfindings …. • changedworkforceplanning • Many managers thentriedtocreateteamspirit (loyalty and unity) and groupdynamics (exploitingtheexpertise of eachgroupmember) • Or, some managers justtriedto show theytrulycaredabouttheiremployees

  26. New material - McClelland • American psychologist, 1960s • There are threetypes of motivationalneedsthatmust be satisfied in ordertoboostmorale • Needforachievement, needforpower, and needforaffiliation)

  27. McClelland • NeedforAchievement– are lowrisktakers, wantactivitiesthatthey are certainthey can achieve, notleaveanythingtoluck • Concernedwiththe personal rewards of achievinginstead of extrinsicrewards

  28. McClelland • Needforpower– liketoinfluencethebehavior of otherpeople • Use theirauthorityto try tobringoutthebest in theirstaff • McClellandsaysthisisthemostsuccessfulgroup, and thatanygood leader is at least in partlikethis

  29. McClelland • Needforaffiliation- Thosewhoseektohave a good social workingrelationshipwiththeircolleagues. Thismakesthemhappy • Thriveon social interaction and teamwork

  30. Content theories vs. Processtheories • Theories in thisunit are mostlycontenttheories (all so far, and looks at theories of howtomotivateemployees) • Theothertypeis a processtheory (looks at WHY EMPLOYEES ARE MOTIVATED)

  31. OnlyoneProcessTheory • (Vroom)

  32. Vroom´sExpectancyTheory • Vroomsaidthatpeoplewillonly do a taskwhentheythinkthattheir input willhave a directresultontherequiredresult • Ifworkersfeelthattheylacktheskill, abilityorexpertisetoaccomplishthetask, theireffortwillbeless

  33. Vroom • Hismotivationforces are composed of threeparts: • Expectancy –peoplehavedifferentexpectationsabouttheircapabilitytoaccomplish a task

  34. Vroom • Instrumentability – Peopleexpectthatiftheyaccomplish a goal, theywillberewarded . ….So managers needtoinsurethatpromises are upheld

  35. Vroom • Valence - people place differentvaluesondifferentrewards Thisincludesintrinsic and extrinsicrewards, so managers needtofindoutwhattheiremployeesvalue, and rewardaccordingly

  36. Non-financial Incentives

  37. Non-financial Incentives • Job empowerment -delegatingdecision-makingpowertoworkerstoboosttheirmorale

  38. Non-financial Incentives • Job rotation– increasingtheflexibility of theworkforce and thevariety of workforthembyhavingthemrotatejobs

  39. Non-financial Incentives • Job Enlargement– givingworkers more varietytomakethejob more interesting

  40. Non-financial Incentives • Job Redesign - Restructuring of a jobwiththeemployees´ involvement and agreement • Tomakework more interesting, satisfying and challening

  41. Non-financial Incentives • QualityCircles - Voluntarygroups of workers (theonesmost familiar withthedaytodayissues) meetingtodiscusshowtosolvework-relatedissuesormakethecompany more successful • Originated in Japan, nowseenworldwide, are informal and sometimesemployees are paidtoparticipate, and themostsucessful ideas may be rewardedbymanagement

  42. Lastones…..WorkerParticipation • Workersactivelyinvolved in decisionmakingprocess • TeamWorking– groups of workersundertaketasks as a team – has positive effectsonworkermorale and motivation • Delegation and empowerment– again, givingworkers more responsibility

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