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

2. 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)

3. 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

4. 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

5. 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

6. 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

7. 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

8. 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

9. 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

10. Maslow’s Hierarchy of Needs

11. 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

12. 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

13. 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.

14. 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

15. 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

16. 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