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Motivation - Coggle Diagram
Motivation
Gains from well-motivated staff
Prepared to accept responsibility
Make suggestions for improvements
Low absenteeism
High productivity
Low labour turnover
Taylor (1856–1915) and scientific management
Select the right people for each job
Still reflected in the significance given to careful staff selection in nearly all businesses
Observe and record the performance of staff
Known as ‘time and motion study'. Regarded with suspicion by workers as a way of making them work harder, it is still employed as a technique but of en with the cooperation and involvement of staff
Economic man
Workers have a wide range of needs – not just money – that
can be met, in part at least, from work
Establish the best method of doing a job – method study
Still accepted as being important as efficiency depends on the best ways of working being adopted. Worker participation in devising best work practices is now encouraged
Piece-work payment systems
In most of modern industry, especially service industries, it has become very difficult to identify the output of individual workers.
Mayo (1880–1949) and the human relations theories
Working in teams and developing a team spirit can improve productivity
When some control over their own working lives is given to
workers, such as deciding when to take breaks, there is a positive motivational effect
When management consult with workers and take an interest in their work, then motivation is improved
Groups can establish their own targets or norms and these can be greatly influenced by the informal leaders of the group
Changes in working conditions and financial rewards have little or no effect on productivity
Maslow (1908–1970) and the hierarchy of human needs
Self-actualisation, or self-fulfilment, 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
Once one level of need has been satisfied, humans will
strive to achieve the next level.
Reversion is possible – it is possible for satisfaction at one
level to be withdrawn, for example a loss of job security, and for individuals to move down to the next level.
Individuals’ needs start on the lowest level
McClelland (1917–1998) and motivational needs theory
Authority/power motivation (n-pow)
The desire to
control others is a powerful motivating force – the need to be influential, effective and to make an impact
Affiliation motivation (n-affil)
The person with need for affiliation as the strongest driver or motivator has a need for friendly relationships and is motivated towards interaction with other people
Achievement motivation (n-ach)
A person with the strong motivational need for achievement will seek to reach realistic and challenging goals and job advancement
Vroom (1932−) and expectancy theory
Expectancy
The degree to which people believe that putting effort into work will lead to a given level of performance
Instrumentality
The confidence of employees that they will actually get what they desire, even if it has been promised by the manager
Valence
The depth of the want of an employee for an extrinsic reward, such as money, or an intrinsic reward
Herzberg (1923–2000) and the ‘two-factor theory’
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’.
Motivation
the internal and external factors that stimulate people to take actions that lead to achieving a goal.