motivational theories Flashcards
taylors theory
taylors theory is based on the idea that workers cannot be trusted to work productively without supervision as they are only motivated by money
suggets:
- people shoild be told exactly how to do their jobs
- if not supervised workers will do the minimum amount of work therefore should be suporivsed closely
- workers only work for money
therefore higher wage will increase motivation - only paid for doing work not thinking therefore should remove need for decision making and planning then will produce more output
- should use peice rate payments amazon and primark
- tall heirarchy little scope for upward communication
- close inspection of employees and monitor performance
- should split up production process into smaller simple tasks so that relitevely unskilled workers can participate
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mayos theory
suggested that the motiation was promoted by
- recognition my managemt- feel valued
- communiication
- responsibility
- showing interest
- team work
- involving employees in decision making
- work not repetitive
- lighting and humidity - environemnt
- employee arrangment, breaks and flecibility
- people dont just work for money
how this is applied to workforce:
small groups with leaders, working as a team, breaking down traditional heirarchys
workers then feel part of a team/ group
motivated to acheieve within the section of a business
adaptive approach - treat diff groups of workers in differenyt ways, motivation , comminication suited to needs of each group
maslows heirarchy
- physiological needs…. basic needs such as shelter, food , water, rest should be provided such as living wage and good working conditions
- saftey needs… such as health and saftey, security- confidence for future, this means policies ensure health and saftey and contract of employment, health insurance, pension schemes
- love and belonging…. feel valued, interaction, trust and acceptance, involves providing leasure facilities, flexibiliy- holidays good communication, team work- group work
- esteem needs… feel good for achievements, this involves recognition by managers about achievements, job enrichment, bonuses
- self actualisation… achieving personal goals, empowement, promotion, own decision making and planning, e.g. taking on own project/ organising , self expression, more responsibility, take on challenges reach full potential, develop in career and improve
once a lower level of needs has been filly met does the inividual feel motivated by the opportunitity of having the next need up
businesses should offer incentives to help workers fufil each need in turn to progress up the heirarchy
criticisms- not everone has same needs / what is considered important
not everyone will have the opportunity to reach higher tiers
what is motivation
reasons employees work harder and want to do their job better
benefits of increasing motivatio
- higher productivity
- higher quality
- better communications and ideas
- higher levels of innovation
- grwater work satisfaction and morale
- bettter reputation
- lower levels of industrial action
- attracts better skilled labour
herzbergs factors- motivation and hygiene
hygine factors- these arent directly part of the job but without them staff may feel disatisfied
- working conditions
- good communication with managers
- well paid
- good workplace relations
- job security
motivational factors- these are directly part of the work and will directly increase motivation
- recongnition from managment
- achievement of goals
-increased responsibility - opportunity to improve upon skills
- opportunity of promotion
interesr in work
should be used tigether
- managers should emplou workers with the view they can be trained to oerfirm tasks not previously capeable of doing at the time of employment
jobs should be enruched and allow motivating factors to be achieved
JOB DESIGN= crucial, flexbile, challeging- allows workers achieive goals
achievement of goals should be repsonded to
allowing job enrichment and decision making
must be structure allowing for advanacement and promotion
CRITICISMS:
- sample was from proffesional and skilled engineers, may not apply to lower skilled workers
- ignored effects of teamwork and hoe this may impact motivation
relationship maslows lower levels and hygine factors
vroom expectancy theory
assumed that people acted in their own best interests according to their beliefs about outcomes of their behaviour - max happiness and minimise unhappiness
- valence- this is how much the invidual values the reward they believe they may recieve- an individual will undertake a task if they believe they will recieve a worthwhile reward as a result - how important it is to them, the more it is valued the more this will motivate the worker, not always financial - depends on individual
Valence can be either positive or negative. If the expected outcome is favourable, it is positively valent for an individual. If the outcome is not to their liking and something they would rather avoid, it is negatively valent.
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instrumentality
this is based on what the individual believes they must do to recieve the reward- indidual belives a particular action will lead to a particular result e.g. they believe that hard work will lead to a promotion - motivated to work hard - + valent result
However, if they feel that however hard they work they will not achieve promotion, they will not be motivated to work hard. From an employer’s point of view, it is important that the employee understands that there is a clear link between effort and reward.
- expectancy- how much the inidvidual believes they are able to achieve the reward, whether they believe they are capeable, if they dont then this could lead to demontivation, therefore managers should provide training or encouragment to ensure the individual belives they have the ability to recieve the reward
porter and lawlers expectancy theory
belive that motibation is based on what the reward the individual expects to recieve for completing a task
view of attractibess if the possible reward will determine their level of motivation
rewards must also be proportional to employees work or this could lead to demotivation
rewards can be intrinsic- which is based on how an individual feels e.g. pride or satisafaction from completing a task, this emphasises importance of job content- giving tasks that they find interesting / rewarding this can be job enlargment or redesign- job enlargemnt can be horozontal - more taks or vertical - empowerment more responsibility- which porter and lawler beleives works best and will give the most intrinsic reward
extrinsic rewards and physical rewards- e.g. money/ bonuses,
these must be porportional to the individuals effort or can lead to demotivation,
must be consistent, fair and equaitable
must create direct link between achived goals and reward
and given trainign and equaiptment to acheive goals or again will lead to demotivation
non finanical motivation
job enlargment - this is when the individual is given more tasks to take on increasing interest as feel like have more of a purpose and new tasks to take on although could lead to lessened efficieny as focusing on one specific task may be more prodcucitve
job design - ensuring that the indivudal is completing tasks that they find interesting and challening allowing for decisoon making
job rotation - changing around workers every so often to avoid boredem, allows employees to be flexible and have a wide range of skills but does require extra training costs
empowerment - also delegation of responsibility, allowing individuals ti make own decisions and take on responsivility of own work, using own ideas and conteol over work
consultation - involving workers in decision making, feel balued and engaged
job enrichment - giving employees more control over what jobs they do so that they have a meaning - may noy all respond well to increased responxsibility
flexible working
team work
financial motivation
- piece rate
- performance related pay
- commissions
- salary
- bonuses
- finge benefits
- profit share
- share ownership
analysis of NFM
advantages-
long term motivation motivating workers to focus on long term career progression
reduced stress as not having to meet specific guidelines to recieve pay- avoiding loss of quality
- increased employee statisfaction reudced turnover, keep skilled and trained workers for longer - feel valued and like jobs
- increased indipendance, skills creativity innvovation
- lower cost e.g. recognition
diadavnatages-
- doesnt work for all workers
- no immediate effect
- diffuicult to measure effeictivnes, subjective
- doesnt work for all jobs
analysis of FM
advantages:
- immediate effect
- works well for some industries
- attracts workers/ skilled workers
- encourages increased productivity and increased company performance
- can measure rewards as direct link
disadvantages
- only short term motivator once get used to higher pay want to recieve higher pay and could lead to demotivation in the mean time
- doesnt work for all industries and individuals
- may cause high in work stress if feel like they must produce certian amoint of outpit e.g. commision pat
- can sacrafic quality - piece rate, qty over quality
evaluation depends on…
- the indistry/ business- manufacturing. sales - finaicial, skilled jobs- management, corp jobs and creative jobs- non financial
- the individual- career goals, situation, personality
- skills
- finance
- ST/ LT focus e.g. ST deadline/ sales targer, LT stable and sustainable motvation no burn out
