1. D39BU – Business Management in the Built Environment
Motivation
Dr. Turker Bayrak

2. Lesson Objectives At the end of this lecture learners will…
Be able to differentiate between “traditional” and “modern” approaches to motivation,
Be able to define motivation and it’s importance for management skills,
Be able to compare and analyse different modern approaches to motivation problem.

3. Management activities
Planning
Organisation
Commanding or directing
Controlling
Co-ordination
Motivation
Communication

4. A Definition for Motivation
2/7/2018
A Definition for Motivation
Discuss in your group to agree on a definition of “Motivation”.
“The process of motivation involves choosing between alternative forms of action in order to achieve some desired end goal.” (Cole 1993)
Thus a person is motivated to perform in a certain way, say, more productively, in the hope of achieving some target such as higher pay, increased status, or enhanced authority. The targets tend to be subjective and change person to person.

5. Origins of Management
Frederick Taylor created “scientific management”. He argued that there was just one right way of doing things. His principles were;
Develop a systematic and consistent approach (or science) for each operational activity
Replace “ad-hoc” or “rule of thumb” practice
Determine accurately from this systematic approach the most suitable method and allowable time for each task
Establish an organisation structure in which management takes away all responsibilities from workers, except that actual job performance
Make use of systematic or scientific recruitment and training of the workforce, so that the best available staff are trained to perform their tasks most efficiently

6. Origins of Management Scientific Management (Frederick Taylor, 1906)
2/7/2018
Scientific Management (Frederick Taylor, 1906)
Low opinion of people – average human being had an inherent dislike of work & responsibility.
Most people:
preferred to be directed,
had little ambition,
primarily motivated by money,
wanted security,
would work under external coercion & control
Planned to eradicate uncertainty through science (machine-like organisation) – task system

7. Hawthorne Experiment
2/7/2018
The original aim of the work carried out at Hawthorne was based on the principles of scientific management.
The intention was to enable engineers to establish the effects of lighting levels on worker productivity.
The assumption was that productivity would rise according to the level of lighting.
The surprise of the research was, output increased whether the lighting was turned up or down.
Stranger still, the control groups output also increased.

8. Hawthorne Experiment (McCabe 1998)
2/7/2018
What was the reason for increased output regardless of lighting levels?
The main reason was the attention people received during the experiment.
Two major finding of the research were;
Informal groups are important because work is seen as a collective and cooperative process.
Humans are more than the rational economic beings that Taylor believed; they need security and recognition.
Thus came the rejection of the mechanistic-rational approach that scientific management implied. Managers were advised that workers have emotional needs; they do not respond positively to being controlled with rules and unbending discipline. Workers liked to be in groups which provided fraternity and stability.
(McCabe 1998)

9. Hawthorne Experiment (McCabe 1998)
2/7/2018
Hawthorne Experiment
Hawthorne and subsequent research demonstrated how fallacious it was to treat workers as unthinking robots that simply follow instructions.
It suggested that workers were capable of making judgements about the standards of their own work,
The mere fact that they could be trusted to make such judgements, would enhance their emotional needs.
(McCabe 1998)

10. The Problem with the Classical Viewpoint
The classical viewpoint tends to be too mechanistic
Tends to view humans as cogs within a machine
Not taking into account the importance of human needs

11. Human Behaviour Scientific management is ruthless & sterile:
resentment,
insulation of senior management,
lack of personal relationship.
Incorporate psychological element into management theory
collectivism
neo-human relations
contemporary management theory

12. Collectivism
Follet (1924) & Mayo (1933)
Saw organisations as collections of individuals with a free will but linked.
What benefits are there in working as a group?

13. Collectivism
Follet (1924) & Mayo (1933)
Saw organisations as collections of individuals with a free will but linked.
Emphasis the role of groups :
group membership,
group conformance
“Synergy”
Conflict – inevitable aspect of organisational life
accommodated not suppressed.

14. Neo-human relations Maslow’s hierarchy of needs
Herzberg’s motivation-hygiene theory

15. Social/Belonging Needs Safety/Security Needs
Maslow’s Hierarchy of Needs
Higher Order Needs
Self-actualization
Ego or Esteem Needs
Social/Belonging Needs
Lower Order Needs
Safety/Security Needs
Physical Needs

16. Maslow’s Hierarchy of Needs
Begins at the base with physiological needs that must first be satisfied
then higher-level safety needs become active
then psychological needs become active
Self-actualization needs
Need to live up to one’s
fullest and unique potential
Esteem needs
Need for self-esteem,
achievement, competence,
and independence; need for
recognition and respect from others
Belongingness and love needs
Need to love and be loved, to belong
and be accepted; need to avoid
loneliness and alienation
Safety needs
Need to feel that the world is organised and
predictable; need to feel safe, secure, and stable
Physiological needs
Need to satisfy hunger and thirst

18. Maslow’s Need Hierarchy
Basic physiological needs - These include hunger, thirst, and security.
Safety needs - Concern about protection from physical sources of harm, including shelter from the weather.
Belonging/affiliation needs - the need for interpersonal relationships with others that include personal liking, affection, care, and support.
Esteem needs - The need for respect, positive regard, status, and recognition from others.
Self-actualisation needs - the need to fulfill one’s potential - to be all that one can be.

19. Maslow’s Theory
According to Maslow’s theory, employees can only turn their attention to higher-order needs when lower-order needs have been fulfilled.
Money may not be a primary motivator - there are suggestions that workers want/ need a variety of things on the job, including a sense of belonging or accomplishment.

20. Maslow’s Theory Criticisms
No consistent support for Maslow’s five need categories or satisfaction-progression.
Workers can distinguish only between broad categories of lower & higher-order needs.
Little relationship between fulfillment of one need & attention to another.

21. Herzberg’s Motivation-Hygiene Theory
Motivators = Intrinsic factors
Achievement, recognition, growth, responsibility (factors that can increase job satisfaction)
Hygiene Factors = Extrinsic factors
Security, company policies, base salary, working conditions (factors that can prevent dissatisfaction but cannot increase satisfaction)

22. Herzberg’s Motivation-Hygiene Theory
Motivators: Factors directly related to doing a job
Recognition
Achievement
Personal Growth
Responsibility
Nature of the work
Job
Job
Hygiene Factors: Elements associated with conditions surrounding the job
Supervision
Compensation
Working conditions
Relations with co-workers
Benefits

23. Comparison of Hygiene & Motivators
Hygiene Factors
Company policies
Supervision
Work conditions
Salary
Relationship with peers
Status
Security
These factors contribute to job dissatisfaction.
Motivators
Recognition
Achievement
Work itself
Responsibility
Opportunity for advancement
Growth
These factors contribute to job satisfaction.

24. A Comparison of Maslow & Herzberg
Please report if you see any parallel aspects between Maslow and Herzberg’s views?

25. A Comparison of Maslow & Herzberg
Maslow (Need Hierarchy)
Herzberg (Two-Factor Theory)
Work itself Responsibility Advancement Growth
Self-actualisation
Motivators
Esteem
Higher- order needs
Achievement Recognition
Belongingness, social, and affiliation
Quality of interpersonal relations among peers, with supervisors, with subordinates
Hygiene factors
Safety and security
Job security
Basic needs
Physiological
Working conditions Salary

26. McGregor’s Theory X & Y Theory X Theory Y People do not like work.
Coercion/ punishment may be applied to get them to work.
People do not dislike work.
Work should be pleasure.
Develop a team approach

27. The Human Relations Movement - Douglas McGregor (Theory X vs. Theory Y)
Pessimistic negative view towards workers
Workers are irresponsible
Workers are resistant to change
Workers lack ambition, hate to work
Workers would rather be led than lead
Optimistic positive view of workers: human relations proponents’ view
Workers are capable of accepting responsibility
…are capable of self-direction
…are capable of self-control
…are capable of being imaginative and creative

28. McGregor’s Theory X & Y Theory X Theory Y Theory Z
People do not like work.
Coercion/ punishment may be applied to get them to work.
People do not dislike work.
Work should be pleasure.
Develop a team approach
Theory Z

29. Ouchi’s Theory Z Some features of theory Z are;
The development of interpersonal skills among employees at all levels
An emphasis on informal and democratic relationships,
Consensus decision making among managers, supervisors and work groups,
Trust is implicit in consensus decision making,
Long-term employment and career paths, which encourage and reinforce the commitment to the organisation