Motivation Theorists

Question 1

Early theorists

1. Taylor (1856-1917) - Scientific management

Answer 1

His theory argued:

Jobs are broken down into simple tasks and then best suited candidates would be trained to specialise in that task.
Workers do not naturally enjoy work.
Autocratic management , And theory X approach.

Question 2

2. Elton Mayo (1880-1949)

Answer 2

Theory argued:
A sense of recognition is important to employees.
The workplace is a social system and people like to work in groups.
Paternalistic style.
Better communication.

Question 3

3. David McClelland - Three needs theory

Answer 3

1. Achievement (Ach) - strong need to set and accomplish goals, takes risks.
2. Affiliation (Aff) - Often will go along with what the rest of the group wants to do. Doesn’t like uncertainty.
3. Power (Pow) - Wants to control others and likes to win arguments.

Question 4

4. Frederick Hertzberg (1923-2000)

The two factor theory

Answer 4

The two factors are: Motivating factors and hygiene factors.
Hygiene factors are pay and working conditions. Hertzberg believes that absence of them caused dissatisfaction.
Motivating factors are job enrichment, recognition, praise and empowerment.

Question 5

5. Vroom (1932-)

Expectancy theory

Answer 5

Suggests:
Employees will make a choice to behave in a certain way.
They are motivated by what they expect the result of their choice to be.
People have to behave that they are able to receive reward.

Question 6

6. Maslow (1908-1970)

Answer 6

Self actualisation eg training 
Esteem needs eg praise 
Social needs eg sports
Safety and security needs eg cameras
Physiological needs eg good pay

Question 7

7. Peter Drucker (1909-2005)

Answer 7

Characteristics:

• Decentralise and delayer as much as possible
• Take interest in employees
• Offer ongoing training to improve knowledge of workers
• Consider employees’ social needs at work
• Ensure rewards are shared fairly
• Set goals with employees

Question 8

8. Edwin Locke (1938-)

Answer 8

Goal setting theory
Locke proposed employees like to have goals and enjoy working towards them.
Conclusions of his research state that effective goals are specific and challenging.
5 principles that should be followed - Clarity, challenge, feedback, commitment and task complexity.

Question 9

8. Locke

Clarity

Answer 9

Need to be specific and clear
Vague goals are hard to measure
Employee may not have a clear idea of what is expected.
May lead to incorrect outcomes, eg leading to stress.
Specific goals, more effective performance.

Question 10

8. Locke

Challenge

Answer 10

Goals need to be challenging

‘Do your best’ objectives were not effective as too vague.

Question 11

8. Locke

Feedback

Answer 11

Is essential so if necessary goals can be altered.

Encouragement, praise, guidance are all important.

Question 12

8. Locke

Commitment

Answer 12

Employees have to understand and agree to ‘have ownership’ of goals.

Question 13

8. Locke

Task complexity

Answer 13

Employees must not feel ‘out of their depth’ in terms of what they need to achieve.
Need resources.

Question 14

9. Tom Peters - In Search of Excellence

Answer 14

Dealt with how an organisation might try to gain a commitment to excellence from every person working there.
Peters believed that if employees are to be motivated, they need to be valued and empowered (taking Drucker’s ideas).
This is a motivational tool.