Motivation Unit 2.5
Dec 24, 2015
Motivation
Unit 2.5
3 to 4I can distinguish between intrinsic
and extrinsic needs
5 to 6I can link
motivational theorists to their
findings
6 to 7I can explain the
elements of Maslow’s
hierarchy of needs
Learning intention:To analyse the intrinsic and extrinsic needs that have to be satisfied atwork, and the rewards that motivate individuals.
Key Topics
Intrinsic and extrinsic needs and rewards (Non-financial and financial)
Theories of Motivation Taylor Maslow McGregor Herzberg
Motivation in Practice – financial packages and non-financial rewards, teamwork
Motivation Intrinsic vs Extrinsic
Motivation in Theory
Theorist Theory Main Findings
F.W.Taylor Scientific Mgt
Pay, above all, is the main source of motivation
A.Maslow Hierarchy of Needs
Levels of human needs from physiological to self-actualisation
F.Herzberg Two Factor Theory
Hygiene factors (which to not motivate alone) and Motivators
D.McGregor Theory X & Theory Y
Mgt perceptions of the attitudes of their workers
Physiological Needs
Safety Needs
Social Needs
Esteem Needs
Self-actualisation
Maslow’s Hierarchy of Needs (1943)
Summary of Hierarchy
Level Key Points
Physiological Needs
Security Needs
Social Needs
Esteem Needs
Self-actualisation
Criticisms of Maslow’s Theory
Pg 273/274
Taylor – Scientific Management (1911)
Assumption: Employees are primarily motivated by money “What the workmen want from employers beyond
anything else is higher wages.” Believed that high productivity could be
accomplished by setting output and efficiency targets related to pay
Advocated: the use of piece-rate pay system specialisation maximum output repetitive tasks managers role to plan, direct and control
Criticisms of Taylor’s Theory
Pg 271/272
McGregor Theory X & Y (1960)
Theory X assumes people are lazy so managers have to use the ‘stick’ approach.
Theory X states:
Workers are motivated by money
Workers are lazy and dislike work
Workers are selfish, ignore the needs of organisations, avoid responsibility and lack ambition
Workers need to be controlled and directed by management
Theory X managers are likely to:
Adopt an authoritarian mgt style
Are likely to follow Taylor’s Scientific Mgt approach
McGregor’s theory represents the different assumptions that managers have about their employees.
McGregor Theory X & Y (1960)
Theory Y assumes people are motivated by Maslow’s Hierarchy of Needs so are responsible, committed and contribute.
Theory Y states:Workers have many different needs which motivate them Workers can enjoy work If motivated, workers can organise themselves and take
responsibility Management should create a situation where workers can show
creativity and apply their job knowledge
Theory Y managers are likely to:
Adopt an democratic and decentralised approach in their mgt style
Herzberg’s Two Factor Theory (1959)
Herzberg found from research that there are two categories of factors which motivate people at work:
1. Motivators which give workers job satisfaction
2. Hygiene Factors which can lead to dissatisfaction at work
Herzberg’s Two Factor Theory
Motivators
(causes of satisfaction)
Hygiene Factors
(causes of dissatisfaction)-Job enlargement (variety, interesting tasks, not necessarily more challenging though)-Job enrichment (more complex and challenging tasks, sense of achievement)-Job empowerment (delegating decision-making power to workers, boost morale, responsibility, opportunities for promotion)
-Company policy, rules and regulations-Relationship with peers, subordinates and supervisors-Salary and wages-Security-Status-Working conditions-Supervision and coordination
Criticisms of Herzberg’s Theory
Pg 276
Motivation in Practice
Benefits of increased motivation Warning signs of poor motivation Non-financial motivators
3 to 4I can identify the
benefits of increased worker
motivation
5 to 6I can explain how different
motivators can be used to satisfy
worker needs
6 to 7I can evaluate
the effectiveness of the motivators in reducing de-
motivation
Learning intention:To evaluate the effectiveness of motivation in a workplace
Starter
Motivation- Worksheet 1
Fill in the worksheet. Compare your answers with a partner
Motivation in Practice – Non-Financial
Job Enrichment
(vertical loading)
Delegation
Continuous PD
Workerparticipation
Working environment
Recognitionand praise
Empowerment(decision
making power)
Job Rotation
(horizontal Loading)
Job Enlargement(variety of
tasks)
Non-Financial Motivation
Benefits of having motivated employees Open your email and use your textbook to
answer worksheet 2
Plenary
Discussion disc- Fishbone diagram
Summarise the causes and effects of poor motivation in the Fishbone diagram in pairs and compare with the other group
Motivation in Practice – Financial
Employee Share
Ownership
Fringe Benefits(perks)
Piece Rate
Salary (fixed annually)
Commission (% of sales)
Performance-Related pay
(goals/targets)
Profit-relatedPay
Wages (time based)
Financial Motivation