There is a number of theories on how to motivate people, each of them cover different aspect of motivation and it is better to keep in mind all of them when working with employees or colleagues.
Scientific Management. TAYLOR
Taylor's approach was the first serious attempt to find a way to advise management on how worker performance and productivity could be improved. it includes:
This approach is based on the theory of economic man, it stated that people were motivated by money alone, and nothing else.
Problems with this approach:
There are other factors that motivate people, not just money
In many jobs, it is difficult to measure the output that is produced
- Select workers to perform a task.
- Observe them performing the task and note the key elements of the task.Record the time taken to do each part of the task.
- Identify the quickest method recorded.
- Train all workers in the quickest method and do not allow them to make any changes to it.
- Supervise workers to ensure that they are carrying out this “best way” of doing the task.
- Pay workers on the basic of results
This approach is based on the theory of economic man, it stated that people were motivated by money alone, and nothing else.
Problems with this approach:
There are other factors that motivate people, not just money
In many jobs, it is difficult to measure the output that is produced
Hierarchy of needs. MASLOW
This research was not based solely on the work environment but they can be applied to it.
People need to achieve the bottom level first. Once they have achieved a level, they will try to achieve the next level (and so on). So people will not be motivated by what they have, but will be motivated by the next level.
People need to achieve the bottom level first. Once they have achieved a level, they will try to achieve the next level (and so on). So people will not be motivated by what they have, but will be motivated by the next level.
Managers need to identify where employees are on the hierarchy and motivate them using the next level. For example, workers on a temporary contract who are unsure whether they will still have a job next year are unlikely to work hard. By offering them a permanent contract will fill their security needs and cause them to work harder.
Some limitations of Maslow's approach
Some limitations of Maslow's approach
- Not everyone fits into this hierarchy;
- It can actually be difficult to identify which needs have been met;
- Money is necessary for the first level but also plays a part in other levels such as status;
- Self-actualisation is never permanently achieved;
Two Factor Theory. Herzberg
He discovered that factors that there are factors that led some employees to have very good feelings about their job and some employees to have very bad feelings about their job.
“Job satisfaction” factors
Herzberg termed these the "motivators”
“Job dissatisfaction” factors
Consequences for businesses.
• A business could offer higher pay, improved working conditions, and less supervision. This would remove dissatisfaction but would quickly be taken for granted. Unless the work is interesting and /or challenging the workers will not be satisfied or motivated to offer their full potential whatever the pay level offered.
• A business therefore needs to organise its work so that “job enrichment” can take place.
“Job satisfaction” factors
- Achievement
- Recognition for achievement
- Learning experience
- Different tasks
- Direct communication
Herzberg termed these the "motivators”
“Job dissatisfaction” factors
- Company policy and administration
- Supervision
- Relationships with others
- Working conditions
Consequences for businesses.
• A business could offer higher pay, improved working conditions, and less supervision. This would remove dissatisfaction but would quickly be taken for granted. Unless the work is interesting and /or challenging the workers will not be satisfied or motivated to offer their full potential whatever the pay level offered.
• A business therefore needs to organise its work so that “job enrichment” can take place.
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