2.4 Motivation

Introduction
Definition:
1. extrinsic motivation - comes from external rewards associated with working on a task, for example pay & other benefits
2. motivation - the intrinsic and extrinsic factors that stimulate people to take actions that lead to achieving a goal
3. intrinsic motivation - comes from the satisfaction derived from working on and completing a task

Motivation theories

F.W. Taylor and scientific management

How to improve worker productivity

  1. Select workers to perform a task
  1. Observe them performing the task & note the key elements of it
  1. Record the time taken to do each part of the task
  1. Identify the quickest method recorded
  1. Train all workers in the quickest method & do not allow them to make any changes to it
  1. Supervise workers to ensure that this 'best way' is being carried out & time them to check that the set time is not being exceeded
  1. Pay workers on the basis of results - based on the theory of 'economic man'

Maslow's hierarchy of human needs

This hierarchy was interpreted by Maslow as follow:

  • Individuals' needs start on the lowest level.
  • Once one level of need has been satisfied, humans will strive to achieve the next level.
  • Self-actualisation is not reached by many people, but everyone is capable of reaching their potential.
  • Once a need has been satisfied, it will no longer motivate individuals to action - thus, when material needs have been satisfied, the offer of more money will not increase productivity
  • Reversion is possible - it is possible for satisfaction at one level to be withdrawn, e.g. a loss of job security, and for individuals to move down a level.

Self-actualisation - a sense of sense-fulfilment reached by feeling enriched and developed by what one has learned and achieved

Limitations:

  • Not everyone has the same needs as are assumed by the hierarchy.
  • In practice it can be very difficult to identify the degree to which each need has been met & which level a worker is 'on'.
  • Money is necessary to satisfy physical needs, yet it might also play a role in satisfying the other levels of needs, such as status and esteem.
  • Self-actualisation is never permanently achieved - as some observers of the hierarchy have suggested. Jobs must continually offer challenges and opportunities for fulfilment, otherwise regression will occur

Herzberg and the two-factor theory

  • Those factors that led to them having very good feelings about their jobs.
  • Those factors that led to them having very negative feelings about their jobs.

His conclusion:

  • Job satisfaction resulted from five main factors - achievement, recognition for achievement, the work itself, responsibility and advancement. He called these factors the "motivators". He considered the last three to be the most significant.
  • Job dissatisfaction also resulted from five main factors - company policy and administration, supervision, salary, relationships with others and working conditions. He termed these "hygiene factors". These factors surround the job itself (extrinsic factors) rather than the work itself (intrinsic factors).

Motivating factors (motivators) - aspects of a worker's job that can lead to positive job satisfaction such as achievement, recognition, meaningful and interesting work & advancement at work


Hygiene factors:- aspects of a worker's job that have the potential to cause dissatisfaction, such as pay, working conditions, status & over-supervision by managers

Consequences of Herzberg's theory

  1. Pau & working conditions can be improved & these will help to remove dissatisfaction about work; but they will not, on their own, provide conditions for motivation to exist. Its possible to make someone do a job by paying them (called movement) but movement doesn't mean that someone wants the job - that would require motivation. Motivation only exists when there are motivators.
  2. The motivators need to be in place for workers to be prepared to work willingly & always do their best. Herzberg suggested that motivators could be provided by adopting the principles of job enrichment:
  • Assign workers complete units of work
  • Provide feedback on performance
  • Give workers a range of tasks
    Job enrichment - aims to use the full capabilities of workers by giving them the opportunity to do more challenging & fulfilling work.
  1. A business could offer higher pay, improved working condition & less heavy-handed supervision of work. This could remove dissatisfaction but they would all be taken for granted.

Evaluation of Herzberg's work

  • Team working is now much more widespread as a consequence of Herzberg's findings, with whole units of work being delegated to these groups.
  • Workers tend to be made much more responsible for the quality of their own work rather than being closely supervised by a quality-controlling inspectorate.
  • Most firms are continually looking for ways to improve effective communication and group meetings allowing two-way communication are often favoured.