Unit 2.5 Motivation Lesson 1: Theories of motivation pp. 269-276 .

UNIT 2.5 MOTIVATIONLESSON 1: THEORIES OF

MOTIVATIONPP. 269-276.

IB Business and Management

1. Think about it… President Jefferson

(1743-1826) once said, “I’m a great believer in luck, and I find the harder I work, the more luck I have.”

What did he mean by this?

What motivates you to do something?

Are you easily motivated?

…

2. Focus Questions What are the several theories of

motivation? What are the differences between intrinsic

and extrinsic needs and rewards? What are the benefits of increased worker

motivation? Are there any negative aspects to poor

worker motivation? …

3a. Motivation Motivation:

General: Desire, effort, and passion to achieve something

Business: Willingness to complete a task with enthusiasm

Getting someone to do what you want OR wanting to do something for yourself

3a. Motivation Managers / leaders main goal: inspire and

motivate your workforce to complete tasks that are set out by you. Think about how you are going to promote / instill in

your staff the desire, effort, and passion to complete a task with enthusiasm.

Must determine what drives your employees.

3a. Motivation Remember:

People are the most valuable and expensive asset of any company.

It only makes senses to get the most out of your human resources, doesn’t it?

Focus of 2.5: How managers seek to motivate their workforce to maximize job satisfaction, moral, and labor productivity

What are some of the benefits of a motivated workforce? ...

Benefits of increased

worker motivation

Higher morale and

job satisfaction

Improves corporate

image

Lowers conflict in

the workplace

Lower staff

turnover

Lower absenteeism

$$$ Higher profits

$$$

Warning signs of

poor motivation

High absenteeism

rates

High labor turnover

rates

High waste level

Low quality output

Increased customer

complaints

Poor punctuality

Increased number of disciplinary problems

3d. Motivation Can be classified as intrinsic or extrinsic.

People can be motivated by combination of both factors. Intrinsic motivation:

When you engage in an activity out of your own desire.○ Because you find them challenging, stimulating, or satisfying.

Extrinsic motivation:When you participate in an activity because of the benefits

and rewards associated with the activity.○ The rewards maybe:

Tangible: wages, salaries, bonuses, YOUR grade Intangible: recognition or praise, to avoid punishment, candy, prizes…

4. Motivation in Theory YOU as a manager in a company will need some

knowledge and understanding of how your employees or staff think and what motivates them and even finding out what really motivates you. Because at the end of the day, or at the beginning, even

you have a boss or someone to answer to and they will have to motivate you!

4b. Frederick Winslow Taylor (1856-1915) Supported the use of piece-rate payment

system. Wrote a book on “The Principles of

Scientific Management (1911). He assumed that people were

motivated by money. He also believed that higher productivity

could be obtained by setting output and efficiency targets related to pay.

He viewed the duty of the manager to decided how each person’s task should be completed.

Supported repetitive tasks based on division of labour and specialization in the production process.

He suggested that man try to do as little as possible. That managers need to plan, direct and control

their workforce. …

4c. Frederick Winslow Taylor (1856-1915) He also introduced differentiated

piecework. A payment system where a work

would receive pay based on a standard level of output and receive another rate if they exceeded that level.

This was his incentive scheme that reward those who were productive workers.

He recommended that workers should be scientifically selected for jobs, based on their abilities.

His ideas were very popular in 1920’s, Ford and McDonald’s would use them. McDonald's still uses them today. …

4d. Frederick Winslow Taylor (1856-1915) He has been criticized for ignoring the

non-physical contributions of workers. That can be defined: labour input

as the mental and physical human effort used in the production process.

So how easy is it to measure this?○ It is not easy at all to measure

the “output” of certain professionals.For example, if you all get

accepted into an Ivy League school, does that make me a great teacher, a productive employee of the school?

…

4e. Frederick Winslow Taylor (1856-1915) He has also ignored the non-financial

factors. Due to a highly educated workforce, people

do not prefer to be bossed around, but would like a say in how things are done at work.

His theory can also lead to repetitive and monotonous tasks. This will lead to job dissatisfaction rather

than motivation. Can you think of some other

companies or countries who might use Taylor's theories?

Do you think his theories are still being practiced today? Can you give examples?

..

5a. Abraham Maslow (1908-1970)

Focused on the psychological (emotional and mental) needs of workers.

He believed people are motivated by more than just money.

He argued that these needs (see right pyramid) must be met to motivate people.Called the Hierarchy of

needs (1943).…

Maslow’s Hierarchy of Needs

5b. Abraham Maslow (1908-1970)

He also suggested that the needs at the lower level must be met before people could progress to higher level needs.

Let’s think about it…would it be feasible for a company to aim to motivate all workers up the hierarchy?

Which workers would you want to motivate the most? And at which levels in the hierarchy?

…

Maslow’s Hierarchy of Needs

5c. Abraham Maslow (1908-1970)

Some criticize Maslow on how difficult it is to measure the level of needs. How can a business measure

esteem or love issues of an employee?

He also assumed that everyone is motivated in the same pre-determined order of his model.

And what motivated the people who have achieved self-actualization? What drives Bill Gates or Donald

Trump? What motivates these kinds of

people to keep on working?

…

Maslow’s Hierarchy of Needs

6a. Douglas McGregor Created the Theory X and

Theory Y (1960) to represent the different assumptions managers have about their employees.

His theory was that the beliefs managers have about worker attitudes directly influences their management style.

Confused? McGregor’s theory

focuses on manager’s attitudes, not on a motivational theory.

…

6b. Douglas McGregor Theory X explains the

negative management attitude about the workforce. Workers as lazy, avoiding

work. Workers need to be given

direction and clear instructions.

Authoritarian management style.

Emphasis is on output and productivity.

You will follow Taylor’s scientific management approach.

…

6c. Douglas McGregor Theory Y managers take a

more positive approach. Assume employees are able to

achieve objectives on their own.

Think workers can gain satisfaction from work and are able to take on responsibility.

McGregor suggested that workers will be less motivated if there is a lack of challenge in a job.

Theory Y managers take a democratic and decentralized approach in their style.

So, adopt the Theory Y approach!!!

…

US Army General George S. Patton (1885-1945)

“Never tell people how to do things. Tell them what to do and they will surprise you with their ingenuity.”

7a. Prof. Frederick Herzberg (1923-2000)

Focuses on what causes satisfaction and dissatisfaction at work.These fall under his

Hygiene factors (maintenance factors)○ These meet people’s

basic needs.○ Must be met to prevent

dissatisfactionA pay raise will not

motivate an employee in the long run.

…

7b. Prof. Frederick Herzberg (1923-2000)

Motivators: Factors which lead to the

psychological growth of the employee.

Will increase worker satisfaction and performance.

Suggested that firms motivate employees by using a democratic management style, provide training,

Three Key areas in worker motivation:1. Job enlargement: variety in

what workers do.2. Job enrichment: more complex

and challenging tasks.3. Job empowerment: delegating

decision-making power to workers.

…

7c. Prof. Frederick Herzberg (1923-2000)

Movement and Motivation: Movement: when someone

does something because they need to. (extrinsic)

Motivation: when someone does something because they want to. (intrinsic)

He believed that people are motivated by being responsible for their work. That work itself can be

rewarding.

…

7d. Prof. Frederick Herzberg (1923-2000)

So as a manager you need to make sure your employees are motivated.

But remember, not all employees are motivated the same way.

What works to motivate them today, may not work tomorrow.

Critics of Herzberg: His two factor theory does not apply to

many occupations. Especially where job enrichment and job

empowerment are not a feature. i.e. at a factory.

Also, some employees do not want job enrichment, they do not want the extra responsibility.

His research also ignored the role of the team working in motivating the workforce.

…

UNIT 2.5 MOTIVATIONLESSON 2: MOTIVATION

IN PRACTICEPP. 280-294.

IB Business and Management

1. Focus Questions What are the differences between

financial and non-financial motivation?

2. An overview: Financial motivation:

A way for companies to motivate workers by using some form of monetary rewards.

Non-financial motivation: Non-monetary factors that motivate people

by offering psychological and intangible benefits.

…

Financial Motivation(look at the

advantages and disadvantages of each

on pp.281-285)

Wages.Time-based

payment systems.Overtime. Piece rate.

(remember Taylor?)

Salary

Commission(output-based

payment system)Profit-related

pay.Profit sharing.

Performance-related pay

(PRP)

Employee share

ownership schemes

Fringe payments.

Perks.

Non-financial Motivation(look at the

advantages and disadvantages of each

on pp.286-290)

Job enrichment(Herzberg)

Vertical loading=

challenging jobs

Job enlargement

Increase number of

tasksJob rotation(horizontal

loading)Doing a

number of tasks in order

EmpowermentGranting more authority to the

workersTeam workingWorking in

groups reduces

boredom.(Adair &

Belbin model)Recognition and praise

The working environment

Continuous professional development

Delegation

Worker participatoion

5a. Team Building Models

The Adair Model: Three parts to effective team work.

1. Tasks must be challenging.2. Team must work collectively.3. Team caters for the needs of each member.

An idea situation where team leaders strive to accomplish challenging tasks, build teams and develop individuals.

You as the manager or team leader will be dealing with group dynamics.

The range of individual problem-solving skills and experience.

You will need to reinforce the importance of every member on your team.

…

Task

Individual Team

5b. Team Building Models

The Belbin Model: Looks at the behavior of managers from all over the world. They were put in groups and psychometric test were conducted. The finds were as follows:

○ Nine patterns of behavior or team role: (see more info on pp.288-289)

Action Orientated

• Shaper• Implementer• Completer Finisher

People Orientated

• Coordinator• Team worker• Resource

Investigator

Cerebral Orientated

• Plant• Monitor Evaluator• Specialist

End