Motivation

1. Motivation Theory

2. Fulham Football Club • In 1995 FFC was placed 95th in the league, 1 place from relegation to the Conference. The home fans were extremely unhappy, and the manager got sacked. The fans made threatening cheers at each home game. • A new manager was appointed – Micky Adams, who had a few free transfers but the side was mainly the same. • One year later they sat on the top of the same league, what happened? • The players pay had not risen, the key difference was in the players motivation. • This example illustrates why motivation theory is considered the most important topic within Business Studies.

3. Motivation • Motivation – what is it? • The cause of peoples actions – why people behave as they do. • Motivation Theory – what is this? • The study of factors that influence the behavior of people in the workplace. • you need to study 4 theorists • F.W. Taylor - Elton Mayo • Abraham Maslow - Frederick Herzberg

4. Draw a pyramid

5. Place the first set of terms in the appropriate place on the pyramid

6. Maslow’s Hierarchy of Human Needs • Abraham Maslow (1908 – 70) was an American psychologist whose work on human needs has had a major influence on management thinking. His Hierarchy of Needs suggests that people have similar types of needs from low level basic to the need for achievement.

8. Maslow’s Hierarchy of Needs • Physiological needs: Requirement for food, clothes and shelter, in relation to work it’s the need to earn income to acquire these things and to have reasonable working conditions. • Safety needs: Need for security, a secure job, safe working environment, clear lines of accountability and responsibility. • Social needs: Desire for friendship, love and a sense of belonging, being a part of a team, facilities like staff rooms, canteens etc. • Esteem needs: Need to have self-respect and respect from others, positive feedback, gain recognition and status for achievement and opportunities from promotion. • Self – Actualisation: Need to fulfill one’s potential through actions and achievements, Maslow did not believe this need could be filled fully and thought people would always strive to develop further and achieve more.

9. Maslow’s Hierarchy of Human Needs • Maslow believed an unsatisfied need was a motivator of behavior and that, while it remained unsatisfied, higher-level needs were unimportant. • Once a need was satisfied, the next level of unsatisfied need became a motivator, and if employees didn’t have access to gain those needs then it would lead to de-motivation. • This theory is appealing but some key issues were raised: • Do all Humans have the same set of needs? • Do different people have different degrees of needs? • Can anyone’s need ever be said to be fully satisfied?

10. Herzberg’s two factor theory • Frederick Herzberg (1923-2000) was an American psychologist whose research led him to develop the Two-Factor theory of job satisfaction and dissatisfaction. • He suggested some factors had the potential to give job satisfaction (Motivators) and some factors can reduce job satisfaction (Hygiene or maintenance factors). Organise the terms into hygiene factors and motivators

12. Move onto the diagram in the appropriate place – think of the pyramid split in to. Where would the hygiene factors go and where would the motivators go?

13. Herzberg Two-Factor theory

14. Herzberg’s two factor theory • All of the motivators concern the job itself rather than issues such as pay, and all are likely to motivate workers and improve productivity. • All of the Hygiene factors ‘surround’ the job: they do not concern the job itself, ensuring that they are acceptable to the workforce prevents dissatisfaction rather than causing motivation. • One of the main policies that steamed from Herzberg’s work is Job Enrichment • This is the attempt to motivate workers by giving them opportunity to use their abilities and allowing them greater independence and authority over the control of their work. • Herzberg critics are mainly based on the fact that he drew conclusions about workers as a whole from a limited sample of 200 accountants and engineers.

15. Self – Actualisation Esteem Social Safety Physiological / basic Link Between Maslow and Herzberg Motivators Achievement Recognition Work itself Responsibility Advancement Personal Growth Hygiene factors Supervision Working Conditions Relationship with peers Pay Security Company Policy

16. McGregor’s Theory X versus Theory Y • McGregor divided managers into 2 types • Theory X Theory Y Investigating People Lesson 9 - Motivation Theories

17. Theory X Managers • They take the view that • People don’t really like work and avoid it if possible, so they need incentives for company to achieve aims • People need to be pushed, threatened and driven to get things done • People like to be told what to do, avoid responsibility and lack ambition; they thus need to be ‘managed’ Investigating People Lesson 9 - Motivation Theories

18. They on the other hand think Work is a natural activity which people enjoy, so management must create right conditions Employees who identify with organisation’s will be motivated to work hard One way to do this is self-fulfillment (Maslow) – management should provide ways to do this Given the opportunity, people learn to accept and seek responsibility People will contribute to organisation’s objectives if they are able to People’s full potential is rarely reached in the workplace environment Theory Y Managers Investigating People Lesson 9 - Motivation Theories

19. 1.Divide the statements into theory x and theory y manager beliefs 2. Draw two big boxes (one at the top and one at the bottom)

20. 3. stick the X and Y statements in the appropriate positions to represent the needs which x and Y managers meet

21. Scientific Management and F.W.Taylor • F.W. Taylor (1856 – 1915) was an American engineer who invented work-study and founded the scientific approach to management • He considered money to be the main factor that motivated workers, so he emphasised the benefits of Piece Work. • Scientific Management – Business decision making based on data that are researched and tested quantitatively in order to improve efficiency of an organisation. • Higher efficiency would generate higher profits and thus higher wages to workers. • Taylor saw Humans as Machines

22. Scientific Management and F.W.Taylor • Taylor recommended: • Extreme division of labour (with workers specilising in one very narrow task) • Payment by piecework • Tight management control Where do these statements go on the diagram?

23. Division of labour – breaking a job into small repetitive tasks, each of which can be done at a speed with little training. • Piecework – Means payment by results, e.g. per item produced. • Tight management ensures the workers concentrate on their jobs and follow the correct processes. • This method had a big influence on Mass production, introduced at Ford Motor Company – led to poor industrial relations and saw a growth in trade unions.

24. The Human Resource school & Elton Mayo • Elton Mayo (1880 – 1949) was a follower of F.W. Taylor, but his experiments led him to conclude that Scientific management could not explain the importance of peoples behavior in the workplace. • Many of his findings including the ‘Hawthorn Effect” came from research he did at the Western Electric School factory in Hawthorn, USA and provided the foundations for the Human Relations School of Management. • His early research involved trying to measure the impact on productivity of improving the lighting conditions in the Western Electric Factory. • He followed F.W.Taylor’s Scientific principles by testing changes in light conditions against one group of workers against a group of workers with unchanged lighting.

25. The Human Resource school & Elton Mayo • The results: • Productivity rose in areas where lighting was improved. • This result questioned Taylor’s assumption about the importance of money in motivating workforce and emphasised the importance of Human Relations, Mayo suggested the following: • .

26. Plot these on your diagram • Recognition, belonging, and security are more important that money in motivating employees. • Employees should be seen as members of a group. • Managers need to pay attention to individuals social needs. • Increased results are due to greater communication and improved relations with informal groups

27. How useful are theories of motivation? • The answer depend on the work situation • Traditional manufacturing organisation with a authoritarian approach, a tall hierarchy and routine and monotonous work may find that money is a great motivator – This supports Taylor’s view and also likely that in this situation Mayo’s informal groups influences and Maslow’s social needs are important to a worker. Ensuring that Herzberg’s hygiene or maintenance factors are appropriate. • In organisations with a large number of highly skilled workers, pay rates and working conditions are important, but workers expect more recognition, self-control, involvement in decision making and empowerment. (Maslow higher level needs and Herzberg motivators) • Motivation does increase efficiency, so organisations will benefit from motivated employees, so all theories are very useful in helping organisations achieve this.