Chapter 11: motivation Motivation: the internal and external factors motivation in theory: how can workers be

that stimulate people to take actions that lead motivated to work well?
What is motivation and why does it to achieving a goal.
o Taylor (1856-1915) and scientific
matter? management
in business, motivation means the desire of F.W Taylor made the first serious
workers to see a job done quickly and well. attempt to analyze worker motivation
Motivation results from the individuals desire in order to advise management on
to achieve objectives and to satisfy needs. The what the best ways are to increase
best motivated workers will help an worker performance and productivity.
organization achieve its objectives as cost His approach has become known as
effectively as possible. Motivated workers will scientific management due to the
also be trying to reach their own personal details recording an analysis of results
goals. Employers need to be aware of what that it involves his goal was to reduce
Benefits from well-motivated staff: the level of inefficiency that existed in
these are because the greatest motivation
levels result from workers feeling that through  low label turnover the manufacturing industry.
working towards the objectives of the  high productivity
organization, they are achieving their own.  make suggestions for improvements. How to improve output per worker or
 Low absenteeism productivity.
Unmotivated staff will be reluctant to perform 1. Select workers to perform a task.
 Prepared to accept responsibility.
effectively and quickly and will often nothing 2. Observe them performing the task
but the minimum of what is expected. Disadvantages of unmotivated staff: and note the key elements of it.
Motivation labels have a direct impact on the 3. record the time taken to do each
 Absenteeism
level of productivity and thus the part of the task.
 lateness
competitiveness of the business. Highly 4. Identify the quickest method
 poor performance
motivated staff will be keen to stay with the recorded.
 accidents (no concentration)
firm, reducing costs of Labor turnover. There 5. Train all workers in this quickest
 labor turnover
will be more likely to offer useful suggestions method and do not allow them to
 grievance
and the contributing ways other than just make any changes to it.
 poor response rate
there contractual obligations. they will actively 6. Supervise workers to ensure that
seek promotion and responsibility. the best way is being carried out
 and time them to check that the After experiments Mayo was forced to accept The idea of involving workers, taking
sick time is not being exceeded. that: an interest in their welfare and
7. Pay workers on the basis of individual goals has opened up many
Working conditions were not that
results- based on the theory of new fields of research.
important when determining
economic man.
productivity levels.
Maslow (1908-1970) and the
The view of the economic man was driven or Other motivational factors needed to
motivated by money alone and the only factor be investigated.
hierarchy of human needs.
that could stimulate further effect was a Motivation is improved when
chance of earning extra money. Both formed managers take interest in employees
the basis of Taylor's main motivational work and when managers consult with
suggestion- wage levels based on output. employees.
Working in teams increases
(see table 11.2 on page 139)
productivity.
Results of Taylors work When workers have control over their
work, they become more motivated.
Taylors results revolutionized industries by When groups establish their own
increasing efficiency and productivity. targets and informal leaders, they
The approach was taken on by manufacturers become more motivated.
in the early twentieth century, when mass
production and flow-line techniques were Evaluation:
introduced. He was concerned with trying to
Workers have been given more identify and classify the main needs
Mayo (1880-1949) and the human decision-making roles within that humans have. The importance of
relations theories businesses since his findings were his work to business managers is this;
released. Personnel departments our needs determine our actions – we
Elton Mayo is best known for his Hawthorne
were also established. will always try to satisfy them, and we
effect. His work was based on the assumption
Teamwork and group working can also will be motivated to do so.
that working conditions had a significant
be applied to many businesses as this If we satisfy some of our needs at
effect on productivity.
offers the most amount of motivation work, then we will become more
in terms of the Hawthorne effect. productive and satisfied.
 motivational practices since Taylors’s 1. Pay and working conditions can be
See hierarchy of needs (pg. 141) work. improved in order to remove
dissatisfaction.
His research was based around
Self-actualization He says increasing pay would encourage
questionaries and interviews with
Esteem needs someone to do the job, however, it will
employees with the intention to discover:
Social needs not motivate them to do it well.
Safety needs  Factors that led them to having
Physical needs good feelings about their jobs. 2. Motivators are in place so that workers will
 Those factors that led to them willingly do their best when performing
Self-actualization: a sense of self-fulfillment
having negative feelings about tasks.
reached by feeling enriched and developed by
their jobs. Job enrichment will motivate workers.
what one has learned and achieved.
His conclusions: Three main features of job enrichment:
Limitations:
There are two motivating factors:  Complete units of work:
 Not everyone has the same needs are Typical mass production methods leave
in the hierarchy. workers to assemble one small part of
 It is difficult to identify the degree to  Motivators: job satisfaction resulted the finished product. This is not
which each need have been met. from achievement, recognition, the rewarding; it is boring and repetitive and
 Money is necessary to satisfy physical work itself, responsibility, and prevents the workers from appreciating
needs. advancement. the importance of what they are doing as
 Self-actualization is never part of the overall production system.
Motivating factors: Herzberg Argued that complete units of
permanently achieved. Jobs must
work should be assigned to workers
continuously offer challenges and  Hygiene factors: job dissatisfaction teams of workers, instead of individuals.
opportunities for fulfilment. resulted from; company policies,  Feedback on performance: feedback
administration, supervision, salary, gives recognition for work well done and
Herzberg (1923-2000) and the two-factor
relationships with others and working could provide incentives to achieve
theory.
conditions. more.
His research was based on 200  A range of tasks: to give challenge to an
Hygiene factors:
professionally qualified workers. His individual, a range of tasks should be
theories has the greatest impact on The consequences of Herzberg’s two-factor given, beyond the workers current
theory for today’s businesses. experience.
Job enrichment: aims to use the full capacities of 2. Authority/power motivation: the desire to individuals have different sets of goals and
workers by giving them the opportunity to do control others is a powerful motivating force. If can be motivated if they believe that:
more challenging and fulfilling work. they have this need, they will have a strong
leadership instinct which will be gained over  there is a positive link between efforts and
3. A business could offer higher pay, others and will bring personal status. performance.
improved working conditions and less 3. Affiliation motivation: the person with the  Favorable performance will result in a desirable
supervision, to remove dissatisfaction, need for affiliation wants friendly relationships reward.
however, this would quickly be taken for  Their reward will satisfy an important need.
and is motivated towards interaction with
 the desire to satisfy the need is strong enough to
granted. The work needs to be interesting, other people. These people tend to be good
make the work effort worthwhile.
rewarding, and challenging. team members.
Is various based on three beliefs:
Evaluation of Herzberg’s work ‘Achievement motivated’ people are generally
the ones who make things happen and get the 1. Valence: the depth of the want of an
His results have had a significant impact on
results, however they can demand too much employee for a reward, such as money or
business practices. Teamworking is now much
on their staff. satisfaction.
more widespread, workers tend to be more
2. Expectancy: the degree to which people
responsible for the quality of their work and Most
Progress theories believe that putting effort into work will lead
companies are now looking to improve effective
to a given level of performance.
communication and group meetings, allowing in
two-way communication. Progress theories emphasize how and why people
3. Instrumentality: the confidence of
employees that they will actually get what
choose certain behaviors in order to meet their
they desire, even if it has been promised by
personal goals. It also involves the thought
the manager.
McClelland (1917 -1998) and motivational process that influences behavior.
needs theory Motivational theories- how useful are they?
Progress theories study what people are thinking
The three types of motivational needs: about when they decide whether or not to put They provide us with a starting point and a
effort into a particular activity. framework for analyzing and discussing the main
1. Achievement motivation: a person with this motivational issues.
strong motivational need for achievements will Vroom (1932-) and expectancy theory
seek to reach realistic and challenging goals. Motivation in practice: introduction
There is a need for feedback regarding Pay is necessary to encourage work effort,
Vroom suggests that people will choose to
progress and a need for a sense of however it is insufficient to ensure that workers
accomplishment.
behave in ways that they believe will lead to
outcomes they value. His theory states that are motivated to work to their full potential, as
other non-financial methods of motivation needs Commission: a payments to salesperson for each Fringe benefits: benefits given separate from pay,
to be considered. sale made. by an employer to all employees.

Payments or financial reward systems Bonus payments: a payment made in addition to These are noncash forms of reward and include
the contracted wage or salary. company calls, free insurance, pension schemes
The most common payment systems:
etc.
Performance related pay: a bonus scheme to
Hourly or time base wage rate.
reward staff for above average performance.
Piece rate.
Salary It requires the following procedure:
Commission
regular target setting, establishing
performance related pay and bonuses
profit sharing
specific objectives for the individual. Non-financial methods of
Annual appraisals of the workers
fringe benefits
performance against the preset targets.
motivation:
Time base wage rate: payment to a worker made Paying each worker bonus according to Job rotation: Increasing the flexibility of
for each period of time worked. the degree to which the targets have employees and the variety of work they do by
been exceeded. switching from one job to another.
This method is common for manual, non-
management workers. The main aim is to provide further financial
job enlargement: attempting to increase the
incentives and to encourage staff to meet the
Piece rate: a payment to a worker for each unit scope of a job by broadening or deepening the
agreed targets. Their problems with these
produced. tasks undertaken.
schemes, as the additional pay may not motivate
There are issues that can rise, as if the price is set the workers in the long-term. By giving senior
too low, it can demotivate the workers but if too managers the power to decide which subordinates
have achieved performances above the target, it job enrichment: the process involves a reduction
high, it could reduce the incentives to produce
can lead to claims of favoritism. of direct supervision so that workers can take
high levels of units.
more responsibility for their own work, allowing
(See table 11.4, 5, 6, 7, 8 and 9) profit sharing: a bonus was strong based on the them some degree of decision-making authority.
profits of the business- usually paid as a
Salary: an annual income that is usually paid on a proportion of basic salary. The job enrichment principle has three key
monthly basis.
features:
Profit sharing makes the staff feel more
This is most common for professional, supervisory 1. Complete units of work so that the contribution of
committed to the success of the business. They
and management staff. The salary level is fixed the worker can be identified, and more
will strive to achieve higher performances and
each year and will depend upon experience and challenging work can be offered.
cost savings.
progress.
2. Direct feedback on performance to allow each of the production teams will arrive at the best
worker to have an awareness of their own solution to a problem. Some say teamworking will result in lower
progress. The results of the meeting are presented to productivity and time wasted during team
management and the most successful ideas are meetings.
implemented, not just in the factory but across However, supporters of job enrichment claim that
3. Challenging tasks offered as parts of a range of the whole organization. more challenging and interesting work comes
activities, beyond the workers recent experience. Workers are usually paid to attend and may be from teamworking.
These tasks may require training and the learning rewarded with a team prize.
of new skills, resulting in the worker gaining status Quality circles allows for the participation of staff, Benefits include:
and recognition. allowing them to take responsibility and tackle  Lower labor turnover
challenging tasks.  best ideas from the workforce on
Job redesign: involves the reconstructing of a job- improving the product and the
usually with employees’ involvement and Worker participation: workers are actively manufacturing process.
agreement- to make work more interesting encouraged to become involved in decision  consistently high-quality, especially when
satisfying and challenging. making within the organization. total quality management is
incorporated.
Training: improving and developing the skills of Workers could be encouraged to participate
employees to increase the status of workers and through electing a ‘workout director’ to the board Target setting.
give them a better chance of promotion within the of directors or selecting worker representatives to The purpose of targeting is to enable direct
business. speak for employers at work council meetings. feedback to workers on how their
The benefits of participation include job performance compares with agreed
enrichment, improved motivation, and greater objectives.
Quality circles: voluntary groups of workers who opportunities for workers to show responsibility.
need to regularly to discuss work related problems Delegation and empowerment.
and issues. The limitations of participation or that it may be
time consuming to involve workers in every
The meetings are not formally led by managers, decision.
they were informal, and all workers are
encouraged to contribute to the discussions. Teamworking: production is organized so that
As the workers have hands on experience of the groups of workers undertake complete units
issues being discussed, it is often the case that one of work.