Motivation Theory

Motivation Theory 2.5 Business and Management

Motivation Theorists • In the past most management was about deciding how to get the job done most efficiently • Nowadays managing people (human resources) is much more complex. People, need to be motivated to their job well • a well-motivated workforce is considered a productive workforce • What makes them want to do a good job?. Theorists have studied this problem for a long time. These theorists are called motivation theorists.

Intrinsic vs Extrinsic Needs

Managers – X and Y • Theory X Managers (MacGregor) are those who believe that people are mainly motivated by material rewards and discipline – increases in pay, promotion, fringe benefits balanced by penalties for poor performance. • Theory Y Managers And there are those who believe that people are motivated by factors such as job satisfaction, the pursuit of excellence and the approval of their peers. McGregor’s ideas influenced by Maslow’s Hierarchy of Needs. • Douglas McGregor, the Human Side of Enterprise, 1960

Content Theory • Content theories seek to explain the specific factors that actually motivate people • WHAT motivates people? Hoang

Content Theories/Theorists The following covered previously • Taylor • Maslow • McGregor • Herzberg (All of the above are SL and HL) Additional content theorists • Mayo • McClelland (both of these theorists are HL only)

Professor Elton Mayo (1880-1949) The Hawthorne Experiments – Western Electric Company (Chicago, U.S.A.) http://www.youtube.com/watch?v=W7RHjwmVGhs

The Hawthorne Experiments • Results? The lighting and other changes had no impact on the productivity of the workers Mayo concluded that productivity COULD be improved by… • Better communication between managers and workers (workers were consulted over the experiments and gave feedback) • Greater manager involvement in employees working lives (Hawthorne workers responded to the increased level of attention they were receiving) • Working in groups or teams. ( Hawthorne workers did not previously regularly work in teams)

Professor Elton Mayo (1880-1949) • Believed workers concerned with more than money – desire for fulfillment of social (something that Taylor ignored). • Introduced the Human Relation School • Managers took more of an interest in the workers, treating them as people who have worthwhile opinions • Realisedthat workers enjoy interacting together – the workplace was a social system

Hawthorne Effect

David McClelland (1917-1998) – Theory of Needs • McClelland identified 3 key needs that must be satisfied to keep workers motivated and morale high • Employers should identify which of the needs are most influential for each individual, though all will be present • This information will enable employers to make the best placement for positions and tasks

Need for Achievement • People are inspired by the need to complete tasks successfully • They like responsibility, but don’t like being frustrated by failure • From this such people need to be given achievable but challenging tasks • These people reflect on performance to identify ways of improving

Need for Affiliation • These are the people who like a good social and communal feel. • They enjoy team work and group work. • favours collaboration over competition

Need for Power • These people like to influence others. There are two types power • personal power, which comes from experience and confidence. They want to pass on their experience to others. • Institutional power comes from position within the organisation. They use their authority to challenge staff to work for the corporate objectives • “Power” people enjoy status and recognition

Implications – How can employers use this information? • Meet the needs of employees – design the workplace to meet these needs • Pay enough so that basic needs can be met • Ask employees what their needs are • Involve and empower employees and facilitate a team dynamic where appropriate • Don’t assume that what is motivating to one employee is motivating to another

Motivation Theory