Motivational Theories What is motivation and why does

Motivational Theories

What is motivation and why does it matter? Motivation is the desire to complete a task quickly and effectively. Can be classified as intrinsic and extrinsic: ◦ Intrinsic – comes from the satisfaction derived from working on and completing a task ◦ Extrinsic – comes from external rewards associated with working on a task, for example pay and other benefits Motivated workers are highly productive, which means lower costs, and higher profits, for the business.

Motivation http: //www. youtube. com/watch? v=u 6 XAPnu. F j. Jc

Extrinsic Motivation? http: //www. ibbusinessandmanagement. com/ 25 -motivation. html

Characteristics of a motivated worker Low absenteeism (reduces costs and maintains high productivity) Punctual (time is not wasted) High quality work (minimal waste reduces costs) Take more care and have fewer accidents as a result Do not distract fellow workers unnecessarily

Characteristics of a motivated worker Tend to stay longer at an employer (reduces recruitment costs) When they move, it is for a positive reason (eg a better job) Few grievances with the employer, resulting fewer disputes (so productivity remains high) Respond positively and quickly to superiors in the organization More likely to make suggestions and take on responsibilities

Warning signs of poor motivation in the workplace High absenteeism rates – percentage of workforce that miss work without valid reasons High labor turnover rates – number of staff who leave as a percentage of the total workforce High wastage level – a high percentage of defective output or substandard work Increasing number of customer complaints – because of the poorer quality of output

Warning signs of poor motivation in the workplace Low-quality output – workers are more likely to make mistakes and care less about quality Poor punctuality – poor timekeeping Increasing number of disciplinary problems – corrective measures are put into place to deal less productive staff

10 ways to be unmotivated http: //www. youtube. com/watch? v=e 7 Goi. Hr 3 g. Q

How to overcome laziness http: //www. youtube. com/watch? v=ZWZcbufh Rpo

Sample of unmotivated workers http: //www. ibbusinessandmanagement. com/ 25 -motivation. html

Motivation theorists Frederick Winslow Taylor Abraham Maslow Frederick Herzberg Douglas Mc. Gregor

F. W. Taylor’s Theory Assumes workers are motivated only by personal gain (i. e. money). Broke jobs down into a series of processes, then worked out how much output each employee should be able to produce each day. Treated workers like machines. Promoted the use of division of labor and specialization in the production process to improve efficiency and output.

Limitations of F. W. Taylor’s Theory Too simplistic (people are motivated by many things). Increasing wages does not always lead to increased output. It can be hard to measure the output of some workers e. g. a teacher or a police officer.

Ford and Taylor Scientific Management http: //www. youtube. com/watch? v=8 Pdm. Nbq t. Dd. I

Abraham Maslow Proposed a hierarchy of needs. Workers are motivated by certain needs. Once a need has been met, they are motivated by the needs of the next level.

Maslow’s Hierarchy of needs

Limitations of Maslow’s Theory Some levels do not exist for certain people. Some rewards can fill several needs (e. g. money can provide food, security and status).

Maslow’s Hierarchy of Needs http: //www. youtube. com/watch? v=CF 2 c 1 q_O vd. E

Frederick Herzberg’s Theory Identified TWO sets of needs; Hygiene Factors and Motivating Factors. Hygiene factors do not motivate workers, but if they are not present they can demotivate them instead (salary; relationship with supervisor and fellow workers). Motivating factors include being recognised for work done, achieving goals, personal development, and interesting work.

Mc. Gregor’s Theory X & Y. Identified two types of manager. A Theory X manager believes workers dislike work, are naturally lazy, and must be pushed hard to work by constant supervision, offering incentives (eg extra payments) and the threat of punishments. A Theory Y manager believes work is natural and that workers are happy to do it. Also, workers like to be given responsibilities, and they seek self-actualisation. Workers are motivated by a working environment that helps them to do their work.

Mc. Gregor’s Theory Y Mc. Gregor believes that workers will be highly motivated in an environment where Managers provide help and support rather than adopt supervisory roles and impose discipline Note, Taylor’s view of employees is like a Theory X manager.

Theory X and Theory Y http: //www. youtube. com/watch? v=u 2 LNe. Ws QOg. Q

Financial Motivation Wages (time and piece rates) Salary (fixed annual rate) Commission Profit-related pay Performance-related pay Employee share ownership schemes Fringe payments (benefits or perks)

Non-Financial Motivation Job enrichment – gives workers more challenging jobs with more responsibilities Job enlargement – broadening or increasing the number of tasks that an employee performs Empowerment – granting workers the authority to be in charge of their own jobs and to execute their own ideas Teamworking – staff work with fellow employees

Others: Recognition and praise The working environment Continuous professional development Delegation Worker participation