MOTIVATION THEORY MOTIVATIONAL THEORISTS TAYLOR MCGREGOR MAYO Mc

MOTIVATION THEORY

MOTIVATIONAL THEORISTS TAYLOR MCGREGOR MAYO Mc. CLELLAND MASLOW HERZBERG VROOM

TAYLOR - FREDERICK TAYLOR (1800’S) BELIEVED: ALL EMPLOYEES SHOULD BE GIVEN TARGETS IN ORDER TO EARN WAGES WORKERS WERE ONLY MOTIVATED BY MONEY AND WORK MUST BELINKED TO PAYMENT THE MORE EMPLOYEES WORK, THE MORE THEY GET PAID, THE LESS THEY WORK THE LESS THEY GET PAID. . . KNOWN AS ‘PIECE RATE’

MAYO – ELTON MAYO (20’S & 30’S) BELIEVED: OUTPUT RISES THROUGH INCENTIVE SCHEMES, MANAGEMENT INVOLVEMENT, FINANCIAL REWARDS, TEAM WORKING AND COMMUNICATION. THEREFORE, SUGGESTED THAT WORKERS BE GIVEN A SAY I NWHAT HAPPENS HAVE IMPROVED COMMUNICATION BE ORGANISED INTO TEAMS BE GIVEN SOCIAL FACILITIES

MASLOW – ABRAHAM MASLOW SUGGESTED THAT THE NEEDS OF INDIVIDUALS CAN BE RANKED INTO A HIERARCHY. THE LOWEST RANKING NEEDS ARE BASIC, WHILST THE HIGHEST SELF INVOLVE MORE COMPLEX ISSUES. ACTUALISATIO N SELF ESTEEM LOVE & BELONGING SAFETY & SECURITY PHYSIOLOGICAL – AIR, WATER, FOOD, SLEEP, SHELTER

HERZBERG – FREDERICK HERZBERG BELIEVED THAT PAY WAS NOT THE ONLY FACTOR. HE FELT THAT THERE WERE TWO OTHER ELEMENTS THAT MOTIVATED STAFF HYGIENE FACTORS & MOTIVATORS – ONCE THE HYGIENE FACTORS WERE MET, THE MOTIVATORS COULD MAKE STAFF HYGIENE FACTORS MOTIVATORS WORK HARDER. LEVEL OF SUPERVISION TOO MUCH = DEMOTIVATION ACHIEVEMENT ADMINISTRATION TOO MUCH DEMOTIVATION RECOGNITION PAY TOO LOW DEMOTIVATION ADVANCEMENT WORKING CONDITIONS UN-SAFE DEMOTIVATION RESPONSIBILIT Y

MCGREGOR – DOUGLAS MCGREGOR BELIEVED THAT THERE WERE TWO MAIN WAYS OF MANAGING EMPLOYEES. THEORY X – WHERE EMPLOYEES ARE MANAGED AS IF THEY ARE LAZY AND NEED TO BE PUNISHED AND THREATENED IF THEY DO NOT WORK HARD ENOUGH THEORY Y – WHERE EMPLOYEES ARE MANAGED AS IF WORK IS A GOOD ACTIVITY FOR THEM AND THEY WILL FEEL REWARDED DOING A GOOD JOB THEORY X MANAGERS BELIEVE: THEORY Y MANAGERS BELIEVE: EMPLOYEES WANT TO AVIOD WORK EMPLOYEES WANT TO DO WELL EMPLOYEES ARE NOT AMBITIOUS EMPLOYEES WANT TO ACHIEVE EMPLOYEES NEED PUNSIHMENTS EMPLOYEES DON’T NEED PUNISHMENTS EMPLOYEES DON’T WANT RESPONSIBILITY EMPLOYEES LIKE RESPONSIBILITY & CHALLENGE EMPLOYEES WANT TO BE TOLD WHAT TO DO EMPLOYEES WANT TO BE CREATIVE

MCCLELLAND – DAVID MCCLELLAND SUGGESTED THAT THERE ARE 3 TYPES OF MOTIVATIONAL NEED. • THE NEED FOR ACHIEVEMENT – WANT CHALLENGING GOALS TO REACH THEM • THE NEED FOR AUTHORITY & POWER – WANTS TO INFLUENCE OTHERS AND MAKE AN IMPACT • THE NEED FOR AFFILIATION – WANTS TO BE LIKED AND HAVE FRIENDLY RELATIONSHIPS WITH OTHERS •

VROOM – VICTOR VROOM DEVELOPED HIS EXPECTANCY THEORY MOTIVATION. VROOM BELIEVED THAT EMPLOYEES WORK HARDER IF THEY BELIEVE THAT THE OUTCOME OF THEIR EFFORTS WILL BE BETTER. M= E = I = V = MOTIVATION EXPECTANCY (THE LIKELYHOOD THAT EFFORT WILL BE FOLLOWED BY PERSONAL ACHIEVEMENT) INSTRUMENTALITY (THE LIKELYHOOD THAT PERFORMANCE WILL LEAD TO OUTCOMES) VALANCE (THE VALUE TO THE INDIVIDUAL OF AN OUTCOME)