The reason(s) for engaging in a particular behaviour Motivation The reason(s) for engaging in a particular behaviour

Taylor Motivated mainly by pay Motivational Theorists Taylor Motivated mainly by pay Workers don’t naturally enjoy work and need constant close supervision Work should be broken down into a series of small tasks Should be given training so that they can work to utmost efficiency on specific tasks Workers are then paid according to the number of items they produce in a set period of time (piece-pay rate)

Mayo Believed that workers needed their social needs met Motivational Theorists Mayo Believed that workers needed their social needs met Better communication – workers should be consulted and there should be an opportunity to give feedback Greater manager involvement – workers feel more valued when in close contact with managers Working in groups or teams

Motivational Theorists Herzberg Job Enlargement – increase the number of different jobs done by one individual, not necessarily more challenging but to increase the level of interest Job Enrichment – very similar to job enlargement, provide more challenging tasks, this will give a larger sense of achievement Empowerment – delegating more power to employees so they have more freedom over certain aspects of their working life

Motivational Theorists McGregor Wrote a book called “The Human Side of Enterprise” which included his two theories, Theory X and Theory Y Theory X states that the average worker Dislikes work Has no ambition and wants no responsibility Is self-centred and doesn’t care about organisational goals Resists change Is gullible and not particularly intelligent Overall it states that people only work for security and money

McGregor – The hard and soft approach The hard approach – coercion, implicit threats, tight control and supervision. Essentially an environment of command and control. The soft approach – gentle, calming atmosphere in the hope that workers cooperate when asked to do so

McGregor – Theory Y Theory Y makes the following assumptions Motivational Theorists McGregor – Theory Y Theory Y makes the following assumptions Work can be as natural as play and rest People will force themselves to reach goals if they are committed to them People will be committed to their goals if self fulfilment rewards are offered Under these conditions, people will seek responsibility Most people can handle responsibility as they have creativity and ingenuity

McGregor Management Implications of Theory Y Motivational Theorists Decentralisation and delegation – if firms decentralise each section will have more subordinates and consequently will have to delegate more responsibility to them Job Enlargement – increase number of different jobs done by one employee Participative Management – consulting employees over decisions so they have more power over their work Performance Appraisals – where a person is involved in evaluating how well they’re meeting their objectives

Maslow Believed in a hierarchy of needs Motivational Theorists Maslow Believed in a hierarchy of needs Self-actualisation personal growth and fulfilment . Esteem achievement, status, responsibility and reputation Belongingness and Love family, affection, relationships, work group Safety needs protection, security, order, law, limits Physiological and Biological needs basic life needs, air, food, water, shelter etc. Believed that the hierarchy must be satisfied, starting at the bottom and working upwards

Maslow’s Hierarchy of Needs

Case B – Fresh Fruit Department 32 employees 2 part time Single mothers/students People from the job centre who have no desire to be working in a supermarket and often leave after a couple of weeks

Application of Taylor’s Theory Workers could be given bonuses if they meet certain sales levels This is quite impractical as the majority of staff are only part time Unlikely that the supermarket will pay for bonuses for the staff working for the area with no increase in sales

Application of Mayo’s Theory Get managers more involved with the work of the employees, have the managers doing some of the same, more monotonous tasks Employees have more choice over the certain tasks that they do – more control – more motivated to do them well and quickly if they enjoy them more than other jobs Employees have more control over the layout of the fresh produce section, make them feel like their opinions count more These would be practical choices and easy for the managers to implicate, however it may also have negative effects on the managers as they feel that they may lose their power that they’ve earned.

Application of Herzberg’s Theory Create a rota for all the different jobs so that each week or month the employees are doing different tasks Give employees more choice over their work, which shifts would suit them most, which areas of the job they most like Give employees more jobs, which gives them more responsibilities Making them feel like a more important member within the company

Application of McGregor’s Theory The hard approach – if the employees are already demotivated and are leaving regularly if you implement “the hard approach” it will just give them all the more reason to leave” The soft approach – similarly if the employees are greatly demotivated they may feel that if they’re not being forced to do anything then it’s not necessary Heightening internal structure to make promotion easier

Application of Maslow’s Theory Offer staff training in order to maximise their efficiency and boost their self esteem, training will also enable them to advance through their career. Reorganise the organisational structure of the department to make it a taller structure. This would enable me to promote more people, letting employees know that they are important to the business and giving them more responsibility