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

IB Business and Management. Unit 2.5 Motivation Lesson 1: Theories of motivation pp. 269-276 . 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?

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

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  1. IB Business and Management Unit 2.5 MotivationLesson 1:Theories of motivationpp. 269-276.

  2. 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? • …

  3. 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? • …

  4. 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

  5. 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.

  6. 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? ...

  7. 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 • …

  8. 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!

  9. 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. …

  10. 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. …

  11. 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? • …

  12. 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? • ..

  13. 5a. Abraham Maslow (1908-1970) Maslow’s Hierarchy of Needs • 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). • …

  14. 5b. Abraham Maslow (1908-1970) Maslow’s Hierarchy of Needs • 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? • …

  15. 5c. Abraham Maslow (1908-1970) Maslow’s Hierarchy of Needs • 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? • …

  16. 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. • …

  17. 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. • …

  18. 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!!!  • …

  19. “Never tell people how to do things. Tell them what to do and they will surprise you with their ingenuity.” US Army General George S. Patton (1885-1945)

  20. 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 dissatisfaction • A pay raise will not motivate an employee in the long run. • …

  21. 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: • Job enlargement: variety in what workers do. • Job enrichment: more complex and challenging tasks. • Job empowerment: delegating decision-making power to workers. • …

  22. 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. …

  23. 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. • …

  24. IB Business and Management Unit 2.5 MotivationLesson 2: Motivation in practicepp. 280-294.

  25. 1. Focus Questions • What are the differences between financial and non-financial motivation?

  26. 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. • …

  27. 5a. Team Building Models • The Adair Model: • Three parts to effective team work. • Tasks must be challenging. • Team must work collectively. • 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. • …

  28. 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)

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