Knowt
2.2 Motivation
Chapter 2.2 Overview
Learning Objectives
Understand motivation as a tool of management and leadership.
Explore human needs in the workplace.
Review key motivational theories.
Identify and apply motivation methods in practice, focusing on financial and non-financial motivators.
Motivation at Work
Motivation is a significant factor in behaviour, aiming to arouse, maintain, and direct behaviour toward achieving goals. This can arise from intrinsic factors, such as enjoying the work itself, or extrinsic factors, like the desire to achieve goals driven by external rewards or the avoidance of punishments.
Characteristics of a Well-Motivated Workforce
A well-motivated workforce exhibits several characteristics:
Low absenteeism across all levels.
Low levels of labour turnover, indicating employee retention.
Strong relationships between management and staff.
High productivity levels from employees.
Benefits of High Motivation to Business
High employee motivation contributes to:
Greater workforce productivity.
Reduced production costs, allowing businesses to offer competitive pricing.
Increased profit margins due to efficient operations.
Benefits of High Motivation to Managers & Leaders
For managers, motivating employees effectively assists in achieving business objectives:
Growth: A motivated workforce can enhance sales volume through increased output without significant cost increases.
Higher Profits: Effective motivation fosters productivity, leading to decreased production costs per unit, enhancing profit margins.
Human Needs
Human needs encompass essential elements for survival and well-being:
Physical Needs: Necessary for basic existence.
Safety Needs: Security from harm and assurance of a stable environment.
Social Needs: Relationships and connections with others.
Esteem Needs: Recognition and respect from peers.
Self-Actualisation Needs: Achieving one’s full potential and personal growth.
Satisfaction of Human Needs at Work
Subsistence
Employment can fulfill subsistence needs by providing income for essentials, but this is contingent on stable employment hours.
Protection
Job security through permanent contracts can satisfy safety needs, although temporary positions may result in insecurity.
Participation
Collaboration in teams or taking on responsibilities cultivates participation, fostering a sense of belonging and contribution.
Creation
Some jobs allow for creativity, while others may limit opportunities for self-expression.
Freedom
Democratic workplaces can empower employees, granting them autonomy over decisions, though this may vary with differing management styles.
Motivation Theories
Content Theories
Focus on the intrinsic desires motivating human behaviour. Key contributors include:
Taylor: Emphasized monetary motivation.
Mayo: Highlighted the importance of social needs and communication.
Maslow, Herzberg, and McClelland: Investigated how satisfying psychological needs improves performance.
Process Theories
Examine "how" motivation occurs through behavioural principles. Vroom’s Expectancy Theory is a significant contributor.
Content Theories of Motivation
Key Schools of Thought:
Scientific Management (Taylor): Focus on monetary incentives and strict supervision.
Human Relations (Mayo): Recognizes social interactions' role in motivation.
Neo-Human Relations (Maslow, Herzberg, McClelland): Prioritizes fulfilling psychological needs.
Features of Taylorism
Workers selected based on task suitability.
Monitoring performance through time studies.
Identifying optimal work methods.
Training for efficiency.
Pay based on productivity output.
Results of Taylor's Work
Taylor's principles significantly influenced production efficiencies, laying the groundwork for specialization in mass production, although later theories critiqued its one-dimensional understanding of motivation.
Taylor's Approach in Modern Industry
Economic man concept is still prevalent but is evolving.
Selection, performance monitoring, and efficient methods continue to guide industry practices, adapting for employee involvement and quality.
Elton Mayo’s Contributions
Mayo’s studies concluded that:
Working conditions do not significantly affect productivity.
Management consulting with employees enhances motivation.
Teamwork fosters a positive environment leading to improved output.
Evaluations of Mayo’s Theory Today
Increased participation in decision-making is prevalent in modern businesses, emphasizing the importance of personal interaction in motivation practices.
Maslow's Hierarchy of Needs
Highlights that individuals strive to meet foundational needs before moving to higher levels:
Physiological Needs (basic sustenance).
Safety Needs (job security).
Social Needs (relationships).
Esteem Needs (status and recognition).
Self-Actualization (personal growth and fulfilment).
Limitations of Maslow’s Theory
Critiques include:
Needs are not universally shared.
Difficulty in assessing needs levels.
Money potentially fulfilling multiple needs.
Self-actualization remains an ongoing pursuit.
Herzberg’s Two-Factor Theory
Identified factors affecting job satisfaction:
Motivators: Achievement, recognition, responsibility, etc.
Hygiene Factors: Pay, working conditions, supervision.
Consequences of Herzberg’s Theory
Effective motivational strategies should integrate job enrichment principles, promoting job satisfaction alongside removing dissatisfaction through improved hygiene factors.
Comparison of Herzberg and Maslow
Despite different terminologies, both highlight the importance of addressing both higher and lower level needs for optimal motivation in the workplace.
David McClelland’s Motivational Needs Theory
Focuses on three core needs:
Achievement (n-ach): Desire to excel and attain goals.
Power (n-pow): Need to influence and lead effectively.
Affiliation (n-affil): Importance of social relationships and teamwork.
Vroom’s Expectancy Theory
Motivation correlates with:
A clear link between effort and performance.
Desired outcomes leading to satisfying rewards.
Strong motivation based on perceived value of outcomes.
Financial Motivators
Includes various payment systems to incentivize productivity:
Salaries, wages, bonuses, commission, and profit-sharing.
Non-Financial Motivators
Methods to enhance job satisfaction and employee engagement:
Job rotation, enrichment, empowerment, and participation in decision-making.
Methods of Employee Participation
Includes initiatives like quality circles, works councils, and autonomous work groups, promoting collaborative motivation strategies in businesses.
Summary of Key Theories
Elton Mayo: Stressed social interactions in motivation.
Abraham Maslow: Focused on fulfilling individual’s higher-order needs.
Frederick Herzberg: Identified critical motivators versus hygiene factors in job satisfaction.
