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Motivation: Application of Motivation Concept

Motivation is driven by internal and psychological factors that create goals. There are several theories on what motivates employees, including: 1) Frederick Taylor believed pay was the main motivator, while Elton Mayo found social and group factors more important. 2) Abraham Maslow's hierarchy of needs proposes fulfilling lower needs allows higher needs to motivate. 3) Frederick Herzberg's two-factor theory separated motivators like achievement, recognition and job content from hygiene factors like pay and conditions. He advocated improving jobs to motivate staff.

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Azhar Azhar
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24 views18 pages

Motivation: Application of Motivation Concept

Motivation is driven by internal and psychological factors that create goals. There are several theories on what motivates employees, including: 1) Frederick Taylor believed pay was the main motivator, while Elton Mayo found social and group factors more important. 2) Abraham Maslow's hierarchy of needs proposes fulfilling lower needs allows higher needs to motivate. 3) Frederick Herzberg's two-factor theory separated motivators like achievement, recognition and job content from hygiene factors like pay and conditions. He advocated improving jobs to motivate staff.

Uploaded by

Azhar Azhar
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© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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MOTIVATION

APPLICATION OF MOTIVATION CONCEPT


Introduction

 Motivation can be defined as an internal condition initiated b


drives, needs, or desires and producing a goal behavior.
 According to Stephen P Robbins, motivation is “defined as the
willingness to exert high levels of effort towards organizational
goals.”
 According to Fred Luthans (1986), motivation can be defined as “a
process that starts with psychological or psychological deficiency or
need that activates behavior or a drive that is aimed at a goal or
incentive.”
Process of Motivation

Need
Goal

Incentives /
Relief
Drive/ goal
directed behaviour
Nature and Importance of
Motivation
 Motivated employees are required
 It helps organization to survive
 Motivated employees are more productive
Motivating Tools

 The best employee motivation efforts focus on what employees


deem to be important.
 Many organization finds flexibility in job design.
 Helps in increasing productivity and better morale.
 Motivation includes issues of emotion, support, capability.
Employee Involvement Program

 Forms of employee involvement program are:-

A. Employee Involvement Teams


Group of employees who work on solving problems.

B. Participative Management
Degree of decision making power share with their supervisors.
C. Representative Participation
Represented by a small group who actually participate.

D. Quality Circles
Small groups of employees who work voluntarily in the company time.
Theories of Motivation

 There are a number of different views as to what motivates workers


 The most commonly held views or theories will be discussed and
have been developed over the last 100 years or so
 Unfortunately these theories do not all reach the same conclusions!!
Frederick Winslow Taylor
(1856 – 1917)
 Workers are motivated mainly by pay
 Theory of Scientific Management:-
 Workers do not naturally enjoy work and so need close supervision and
control
 Therefore managers should break down production into a series of small
tasks
 Workers should then be given appropriate training and tools so they can
work efficiently as possible on one set task
 Workers are then paid according to the number of items they produce
in a set period of time-piece-rate pay
 As a result workers are encouraged to work hard and maximize their
productivity
 Taylor’s methods were widely adopted as businesses saw the benefits of
increased productivity levels and lower unit costs
 The most notably advocate was Henry Ford who used them to design
the first ever production line, making Ford cars
 This was the start of the era of mass production
 Taylor’s approach has close links with the concept of an autocratic
management style (managers take all the decisions and simply give
orders to those below them)
 Macgregor’s Theory X approach to workers (workers are viewed as lazy
and avoid responsibility)
 However workers soon came to dislike Taylor’s approach as they were
only given boring, repetitive tasks to carry out and were being treated
little better than human machines
 Firms could also afford to lay off workers as productivity levels increased
 This led to an increase in strikes and other forms of industrial action by
dissatisfied workers.
Elton Mayo (1880 – 1949)

 Workers are not just concerned with money but could be better
motivated by having their social needs met whilst at work
 He focused on managers taking more of an interest in the workers,
treating the as people who have worthwhile opinions and realizing
that workers enjoy interacting together
 Mayo conducted a series of experiments at the Hawthorne factory
of the Western Electric Company in Chicago
 He isolated two groups of women workers and studied the effect on
their productivity levels of changing factors such as lighting and
working conditions
 He expected to see productivity levels decline as lighting or other
conditions became progressively worse
 What he actually discovered surprised him, whatever the change in
lighting or working conditions, the productivity levels of the workers
improved or remained the same
 From this Mayo concluded that workers are best motivated by:-
 Better communication between managers and workers (workers were
consulted over the experiments also had the opportunity to give
feedback)
 Greater managers involvement in employees working lives (workers
responded to the increased level of attention they were receiving)
 Working in groups or teams (workers did not previously regularly work in
teams)
In practice therefore businesses should re-organize production to
encourage greater use of team working and introduce personnel
departments to encourage greater manager involvement in looking
after employees’ interests
Abraham Maslow (1908 – 1970)

 Abraham Maslow along with Frederick Herzberg introduced the


Neo-Human Relations School in the 1950’s, which focused on the
psychological needs of employees.
 Maslow put forward a theory that there are five levels of human
needs which employees need to have fulfilled at work
 All of the needs are structured into a hierarchy and only once a
lower level of need has been fully met
 Worker will be motivated by the opportunity of having the next
need up in the hierarchy to be satisfied
Self Actualization

Self Esteem

Belonging

Safety

Phychological
 Self Actualization
This is the level of need that addresses an individual’s full realizing
potential. The level of need fulfills the desire of becoming everything
one is capable of becoming.

 Self Esteem
The level of need that deals with one’s desire to be accepted and
valued by others. One’s sense of contribution.

 Belonging
Humans have a need to feel loved or a sense that they belong
somewhere.
 Safety
The basic level of need that deals with feeling secure in your
environment (economical, physical, emotional).

 Phychological
The most basic of all the needs dealing with sustaining our
psychological needs, such as food, air, water, etc.
Frederick Herzberg

 Motivators are more concerned with the actual job itself


 Interesting the work is and how much opportunity it gives for extra
responsibility, recognition and promotion
 Herzberg believed that businesses should motivates employees by
adopting a democratic approach to management
 Improving the nature and content of the actual job through certain
methods
 Some of the methods managers could use to achieve this are:-
 Job enlargement – workers being given a greater variety of tasks to
perform (not necessarily more challenging) which should make the work
more interesting.
 Job enrichment – involves workers being given a wider range of more
complex, interesting and challenging tasks surrounding a complete unit
of work. This should give a greater sense of achievement.
 Empowerment means delegating more power to employees to make
their own decisions over areas of their working life.

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