Motivational Theory, image, image, image, image, image - Coggle Diagram
Mayo's Motivation Theory
Greater manager involvement
Working in groups or teams
Maslow's hierarchy of needs
Utilizing & Developing Abilities
Utilizing & Developing Talents
the need for respect from others
the need for self-respect
Health and well-being
Safety needs against accidents/illness and their adverse impacts
Theory X and Theory Y (BY McGregor)
Theory X assumptions are negative
Employees inherently dislike work and, whenever possible, will attempt to avoid it.
Since’ employees dislike work, they must be coerced, controlled, or threatened with punishment.
Employees will avoid responsibilities and seek formal direction whenever possible.
Most workers place security above all other factors and will display little ambition.
Managers who accept theory-X assumptions tend to structure, control and closely supervise their employees.
Theory Y assumptions are positive
Employees can view work as being as natural as rest or play.
People will exercise self-direction and self-control if they are committed to the objectives.
The average person can learn to accept, even seek, responsibility.
The ability to make innovative decisions is widely dispersed throughout the population.
Managers who accept theory-Y assumptions about the nature of man do not attempt to structure, control or closely supervise the employees.
Herzberg's Motivation Theory---2 Factor theory
The work itself
Taylor's Motivation Theory
Workers given one repetitive task so they can learn to master it
Managers should give orders and closely control workers
Workers should be paid per item they produced – piece rate