Motive – something that causes a person to act
●Motivation – the individual internal process that energizes, directs, and sustains behavior; the
personal “force” that causes you or me to behave in a particular way
●Morale – an employee’s feelings about the job, about superiors, and about the firm itself
•High morale results mainly from the satisfaction of needs on the job or as a result of doing
the job.
●Scientific management – the application of scientific principles to management of work and
workers
●Frederick W. Taylor
•Was interested in improving the efficiency of individual workers
●This interest led to the development of scientific management.
•Observed that workers “soldiered,” or worked slowly, because they feared that they would
run out of work and lose their jobs
•Developed the piece-rate system – a compensation system under which employees are
paid a certain amount for each unit of output they produce
● Frederick Taylor: best known for his development of scientific management, a systematic
approach to optimising efficiency in the workplace. He believed that the application of
scientific methods could improve productivity and eliminate inefficiencies.
● Time and Motion Studies: Taylor conducted time & motion studies to analyze & streamline
work processes. He aimed to identify the most efficient way to perform tasks &
recommended the use of standardised tools & procedures to achieve maximum productivity.
● Place-Rate System: Taylor advocated for a piece-rate compensation system, where
workers were paid based on the amount of work they produced. This was intended to provide
workers with an incentive to increase their output and, earn more as a result.
The Hawthorne Studies
●Conducted by Elton Mayo between 1927 and 1932 in order to determine the effects of the work
environment on employee productivity
•The first set of experiments tested the effect of lighting levels on productivity by subjecting
one group of workers to varying lighting & the second group to none.
●Productivity increased for both groups.
•The second set of experiments focused on the effectiveness of the piece-rate system in
increasing the output of groups of workers.
●Output remained constant irrespective of the “standard” rates management set.
●Researchers concluded that human factors were responsible for the results and they are at
least as important to motivation as pay rates.
- Hawthorne studies had a profound impact on the field of management &
organisational psychology. Highlighted the importance of social & psychological
factors in the workplace, leading to a shift in management philosophy from a purely
mechanistic & scientific approach to a more human-centred one.
- These studies contributed to the development of the human relations movement in
management, emphasising the significance of employee satisfaction, motivation, &
interpersonal relationships in workplace.
Maslow’s Hierarchy of Needs
●Need – a personal requirement
●Maslow’s hierarchy of needs – a sequence of human needs in the order of their importance
- A psychological theory that explains human motivation & the different levels of needs that
individuals seek to fulfil.
, - Maslow Hierarchy of Needs is depicted as a pyramid to illustrate the sequential nature of
these needs, w/ the most basic & fundamental needs forming the foundation, & higher level
needs emerging as lower level needs are satisfied.
- It’s important to recognize that not all individuals progress thru these levels in a linear
fashion, & some ppl may prioritise different needs at different times based on their unique
circumstances.
●Physiological needs – the things we require for survival
•Usually are satisfied through adequate wages
●Safety needs – the things we require for physical and emotional security
•May be satisfied through job stability, health insurance, pension plans, and safe working
conditions
●Social needs – the human requirements for love and affection and a sense of belonging
•Are fulfilled through the work environment and the informal organization and outside of the
workplace by family and friends
●Esteem needs – our need for respect, recognition, and a sense of our own accomplishment
and worth
•May be satisfied through personal accomplishment and promotions
●Self-actualization needs – the need to grow and develop and to become all that we are
capable of being
Herzeberg’s Motivation-Hygiene Theory
●Motivation–hygiene theory – the idea that satisfaction and dissatisfaction are separate and
distinct dimensions
●Motivation factors – job factors that increase motivation, although their absence does not
necessarily result in dissatisfaction
•When motivation factors are present, they act as satisfiers.
●Hygiene factors – job factors that reduce dissatisfaction when present to an acceptable degree
but that do not necessarily result in high levels of motivation
•When hygiene factors are present, they act as dissatisfiers.
●Achievement; Many ppl r motivated by a sense of accomplishment & the desire to achieve
personal or professional goals. The find satisfaction in setting targets, working toward them,
& celebrating their successes.
Theory X – a concept of employee motivation generally consistent with Taylor’s scientific
management; assumes that employees dislike work and will function only in a highly
controlled work environment
•Theory X is based on the following assumptions:
●People dislike work and try to avoid it.
●Because people dislike work, managers must coerce, control, and frequently
threaten employees to achieve organizational goals.
●People generally must be led because they have little ambition and will
not seek responsibility; they are concerned mainly about security.
●Theory Y – a concept of employee motivation generally consistent with the ideas of the human
relations movement; assumes responsibility and work toward organizational goals, and by
doing personal rewards are also achieved
•Theory Y is based on the following assumptions:
●People do not naturally dislike work.
●Motivation – the individual internal process that energizes, directs, and sustains behavior; the
personal “force” that causes you or me to behave in a particular way
●Morale – an employee’s feelings about the job, about superiors, and about the firm itself
•High morale results mainly from the satisfaction of needs on the job or as a result of doing
the job.
●Scientific management – the application of scientific principles to management of work and
workers
●Frederick W. Taylor
•Was interested in improving the efficiency of individual workers
●This interest led to the development of scientific management.
•Observed that workers “soldiered,” or worked slowly, because they feared that they would
run out of work and lose their jobs
•Developed the piece-rate system – a compensation system under which employees are
paid a certain amount for each unit of output they produce
● Frederick Taylor: best known for his development of scientific management, a systematic
approach to optimising efficiency in the workplace. He believed that the application of
scientific methods could improve productivity and eliminate inefficiencies.
● Time and Motion Studies: Taylor conducted time & motion studies to analyze & streamline
work processes. He aimed to identify the most efficient way to perform tasks &
recommended the use of standardised tools & procedures to achieve maximum productivity.
● Place-Rate System: Taylor advocated for a piece-rate compensation system, where
workers were paid based on the amount of work they produced. This was intended to provide
workers with an incentive to increase their output and, earn more as a result.
The Hawthorne Studies
●Conducted by Elton Mayo between 1927 and 1932 in order to determine the effects of the work
environment on employee productivity
•The first set of experiments tested the effect of lighting levels on productivity by subjecting
one group of workers to varying lighting & the second group to none.
●Productivity increased for both groups.
•The second set of experiments focused on the effectiveness of the piece-rate system in
increasing the output of groups of workers.
●Output remained constant irrespective of the “standard” rates management set.
●Researchers concluded that human factors were responsible for the results and they are at
least as important to motivation as pay rates.
- Hawthorne studies had a profound impact on the field of management &
organisational psychology. Highlighted the importance of social & psychological
factors in the workplace, leading to a shift in management philosophy from a purely
mechanistic & scientific approach to a more human-centred one.
- These studies contributed to the development of the human relations movement in
management, emphasising the significance of employee satisfaction, motivation, &
interpersonal relationships in workplace.
Maslow’s Hierarchy of Needs
●Need – a personal requirement
●Maslow’s hierarchy of needs – a sequence of human needs in the order of their importance
- A psychological theory that explains human motivation & the different levels of needs that
individuals seek to fulfil.
, - Maslow Hierarchy of Needs is depicted as a pyramid to illustrate the sequential nature of
these needs, w/ the most basic & fundamental needs forming the foundation, & higher level
needs emerging as lower level needs are satisfied.
- It’s important to recognize that not all individuals progress thru these levels in a linear
fashion, & some ppl may prioritise different needs at different times based on their unique
circumstances.
●Physiological needs – the things we require for survival
•Usually are satisfied through adequate wages
●Safety needs – the things we require for physical and emotional security
•May be satisfied through job stability, health insurance, pension plans, and safe working
conditions
●Social needs – the human requirements for love and affection and a sense of belonging
•Are fulfilled through the work environment and the informal organization and outside of the
workplace by family and friends
●Esteem needs – our need for respect, recognition, and a sense of our own accomplishment
and worth
•May be satisfied through personal accomplishment and promotions
●Self-actualization needs – the need to grow and develop and to become all that we are
capable of being
Herzeberg’s Motivation-Hygiene Theory
●Motivation–hygiene theory – the idea that satisfaction and dissatisfaction are separate and
distinct dimensions
●Motivation factors – job factors that increase motivation, although their absence does not
necessarily result in dissatisfaction
•When motivation factors are present, they act as satisfiers.
●Hygiene factors – job factors that reduce dissatisfaction when present to an acceptable degree
but that do not necessarily result in high levels of motivation
•When hygiene factors are present, they act as dissatisfiers.
●Achievement; Many ppl r motivated by a sense of accomplishment & the desire to achieve
personal or professional goals. The find satisfaction in setting targets, working toward them,
& celebrating their successes.
Theory X – a concept of employee motivation generally consistent with Taylor’s scientific
management; assumes that employees dislike work and will function only in a highly
controlled work environment
•Theory X is based on the following assumptions:
●People dislike work and try to avoid it.
●Because people dislike work, managers must coerce, control, and frequently
threaten employees to achieve organizational goals.
●People generally must be led because they have little ambition and will
not seek responsibility; they are concerned mainly about security.
●Theory Y – a concept of employee motivation generally consistent with the ideas of the human
relations movement; assumes responsibility and work toward organizational goals, and by
doing personal rewards are also achieved
•Theory Y is based on the following assumptions:
●People do not naturally dislike work.
