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Motivation
Is the set of forces that prompt a person to release energy in a certain direction. As such, motivation is essentially a need- and want-satisfying process.
Need
Is best defined as the gap between what is and what is required.
Want
Is the gap between what is and what is desired. Unsatisfied needs and wants create a state of tension that pushes (motivates) individuals to practice behavior that will result in the need being met or the want being fulfilled.
Scientific Management
One of the most influential figures of the classical era of management, which lasted from about 1900 to the mid-1930s, was Frederick W. Taylor, a mechanical engineer sometimes called the “father of scientific management.”
Hawthorne Effect
Which suggests that employees will perform better when they feel singled out for special attention or feel that management is concerned about employee welfare.
Maslow’s Hierarchy of Needs
The most basic human needs are physiological needs, that is, the needs for food, shelter, and clothing.
Theory X
The Theory X management style is based on a pessimistic view of human nature and assumes the following:
The average person dislikes work and will avoid it if possible.
Because people don’t like to work, they must be controlled, directed, or threatened with punishment to get them to make an effort.
The average person prefers to be directed, avoids responsibility, is relatively unambitious, and wants security above all else.
Theory Y
In contrast, a Theory Y management style is based on a more optimistic view of human nature and assumes the following:
Work is as natural as play or rest. People want to and can be self-directed and self-controlled and will try to achieve organizational goals they believe in.
Workers can be motivated using positive incentives and will try hard to accomplish organizational goals if they believe they will be rewarded for doing so.
Under proper conditions, the average person not only accepts responsibility but seeks it out. Most workers have a relatively high degree of imagination and creativity and are willing to help solve problems.
Theory Z
Compares the traditional U.S. and Japanese management styles with the Theory Z approach. Theory Z emphasizes long-term employment, slow career development, moderate specialization, group decision-making, individual responsibility, relatively informal control over the employee, and concern for workers. Theory Z has many Japanese elements. But it reflects U.S. cultural values.
Motivating Factors
(also called job satisfiers) are primarily intrinsic job elements that lead to satisfaction.
Hygiene Factors
(also called job dissatisfiers) are extrinsic elements of the work environment.
Expectancy Theory
The probability of an individual acting in a particular way depends on the strength of that individual’s belief that the act will have a particular outcome and on whether the individual values that outcome. The degree to which an employee is motivated depends on three important relationships.
Equity Theory
Is based on individuals’ perceptions about how fairly they are treated compared with their coworkers. Equity means justice or fairness, and in the workplace it refers to employees’ perceived fairness of the way they are treated and the rewards they earn.
Goal Setting Theory
is based on the premise that an individual’s intention to work toward a goal is a primary source of motivation. Once set, the goal clarifies for the employee what needs to be accomplished and how much effort will be required for completion. The theory has three main components:
(1) Specific goals lead to a higher level of performance than do more generalized goals (“do your best”).
(2) More difficult goals lead to better performance than do easy goals (provided the individual accepts the goal).
(3) Feedback on progress toward the goal enhances performance.
Reinforcement Theory
Says that behavior is a function of its consequences. In other words, people do things because they know other things will follow. So, depending on what type of consequences follows, people will either practice a behavior or refrain from it.
Punishment
Anything that decreases the behavior.
Reward
Anything that increases the behavior.
Job Enlargement
The horizontal expansion of a job, increasing the number and variety of tasks that a person performs.
Job Enrichment
Is the vertical expansion of an employee’s job. Whereas job enlargement addresses the breadth or scope of a job, enrichment attempts to increase job depth by providing the employee with more autonomy, responsibility, and decision-making authority.
Job Sharing
Is a scheduling option that allows two individuals to split the tasks, responsibilities, and work hours of one 40-hour-per-week job.
