CHAPTER 2 Mayo'stheory lor (theory of an man)
ple
economic
Time based wage rate
Proportion ofsales made
taking
Managers motivatedby
money
·
X
~
Commission each hour worked
Pay by more
of an interesti n Autocratic
·
·
Poor brand image - ·
Not directly link to efforts the workers Motivation ·Employeesshould be supervised
·Low security Financial rewards ·
Low security
·
Work conditions ·
manager
Theory X is adapted
LMaslow
/
I
has little
/
effect on
↳ Piece rate employees Hierarchy ofhuman needs
↳
Paymenteach unit ·
5 levels
Salary produce Herzberg Two factor theory -
↳ Annual income, ·
Output to be measurable Hygiene factors:
paid monthly low-demotivates Without this factors Demotivated
· -
·
Professional ·
Little security ·Salary, working conditions, social relations
·
Security ofincome Motivators
·
Fixed each
year, This factors MOTIVATED -
determine status of job Achievement, recognition
·
-
limitations:
·
Everyone has different needs
Increase scope of McClelland. Motivational Self-actualisation cannot be
~
·
Job job Job rotation Vroom Expectancy theory needs achieve
Enlargement
~
-
Broadening the task Multi-skilled Valence:depth of want ofAchievementmotivation
&
·
· ·
Includes both rotation A voids monotomy (so don die) employee for reward
·
·
an ·
Realisticgoals
andenrichment ·
Doesn't increase ·
Expectancy: Hardwork rewards. -
Opportunities ofjob enrichment and advancement
·
Doesn't lead to Non-financial rewards empowerment/responsibility ·Instrumentality:confidence rewards.Resultdriven attitudes
+
long job
term
Authority
motivation
sastifaction
S L Job
· Desire to control (leader)
Need to be influential
redesign ·
4
Training Restructuring ofa job with Affiliation
Improving and developing agreement of
employee good relationships
·
↳ the
the skills ·
Make work interesting
more ·
Teamwork
·
Increases statusand chances ·
Adeling certain task rewarding
->
work
ofpromotion ·
gain new skills
·
greater sense ofbelongings
depends
EVALUATION:
on:
·
Leadership style
ple
economic
Time based wage rate
Proportion ofsales made
taking
Managers motivatedby
money
·
X
~
Commission each hour worked
Pay by more
of an interesti n Autocratic
·
·
Poor brand image - ·
Not directly link to efforts the workers Motivation ·Employeesshould be supervised
·Low security Financial rewards ·
Low security
·
Work conditions ·
manager
Theory X is adapted
LMaslow
/
I
has little
/
effect on
↳ Piece rate employees Hierarchy ofhuman needs
↳
Paymenteach unit ·
5 levels
Salary produce Herzberg Two factor theory -
↳ Annual income, ·
Output to be measurable Hygiene factors:
paid monthly low-demotivates Without this factors Demotivated
· -
·
Professional ·
Little security ·Salary, working conditions, social relations
·
Security ofincome Motivators
·
Fixed each
year, This factors MOTIVATED -
determine status of job Achievement, recognition
·
-
limitations:
·
Everyone has different needs
Increase scope of McClelland. Motivational Self-actualisation cannot be
~
·
Job job Job rotation Vroom Expectancy theory needs achieve
Enlargement
~
-
Broadening the task Multi-skilled Valence:depth of want ofAchievementmotivation
&
·
· ·
Includes both rotation A voids monotomy (so don die) employee for reward
·
·
an ·
Realisticgoals
andenrichment ·
Doesn't increase ·
Expectancy: Hardwork rewards. -
Opportunities ofjob enrichment and advancement
·
Doesn't lead to Non-financial rewards empowerment/responsibility ·Instrumentality:confidence rewards.Resultdriven attitudes
+
long job
term
Authority
motivation
sastifaction
S L Job
· Desire to control (leader)
Need to be influential
redesign ·
4
Training Restructuring ofa job with Affiliation
Improving and developing agreement of
employee good relationships
·
↳ the
the skills ·
Make work interesting
more ·
Teamwork
·
Increases statusand chances ·
Adeling certain task rewarding
->
work
ofpromotion ·
gain new skills
·
greater sense ofbelongings
depends
EVALUATION:
on:
·
Leadership style
