BUSI 1800 Chapter Notes - Chapter 11: Elton Mayo, Hawthorne Effect, Scientific Management
2 May 2018
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BUSI 1800
Chapter 11: Motivating Employees
Motivation: the overall desire to excel
People are motivated by a variety of things such as recognition, accomplishment and status:
• Intrinsic reward: the personal satisfaction you feel when you perform well and achieve
goals, the belief that your work makes a significant contribution to the organization or
society is a form
• Extrinsic reward: is something given to you by someone else as recognition for good
work, ex. pay increases, praise, and promotions
Frederick Taylor: The Father of Scientific Management
Frederik pulished the priiples of sietifi aageet i 1911
• Scientific management: studying workers to find the most efficient ways of doing things
and then teaching people those techniques
• Time-motion studies: tasks must be performed to complete a job and the time needed
to do each task
• Principle of Motion Economy: theory that every job can be broken down into a series of
elementary motions.
Elton Mayo and the Hawthore Studies:
• No matter what the experimenters did, productivity went up, the workers in the test
room thought of themselves as a social group, they felt special and worked hard to stay
in the group, this motivated them
• The Hawthorne studies' results encouraged researchers to study human motivation and
the managerial styles that lead to more productivity
• The Hawthorne Effect: the tendency for people to behave differently when they know
they're being studied
Araha Maslo’s Hierarhy of Needs:
• Believed that to understand motivation at work one must understand human
motivation in general, to him motivation arises from need
• Maslo’s hierarhy of eeds: theory of otiatio that plaes differet types of hua
needs in order of importance
• When one need is satisfied, another higher-level need emerges and motivates us to do
something to satisfy it
• Physiological: Basic survival needs such as the need for food, water and shelter
• Safety: The need to feel secure at work and at home
• Social: The need to feel loved, accepted, and part of the group
• Esteem: The need for recognition and acknowledgment from others, as well as self-
respect and a sense of status or importance
• Self-Actualization: The need to develop to oe’s fullest potetial
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Frederick Herzerg’s Motiatig Fators:
• Motivators: job factors that cause employees to be productive and give them
satisfaction
• Hygiene (maintenance): job factors that can cause dissatisfaction if missing but that do
not necessarily motivate employees if increased
Copariso of Maslo’s Hierarhy of Needs ad Herzerg’s Theory of Fators:
Douglas MGregor’s Theory X ad Theory Y:
The way managers go about motivating people at work depends greatly on their attitudes
toward workers
The assumptions of Theory X management are:
o The average person dislikes work and will avoid it if possible
o Because of this dislike, workers must be forced, controlled, directed, or
threatened with punishment to make them put forth the effort to achieve the
orgaizatio’s goals
o The average worker prefers to be directed, wishes to avoid responsibility, has
relatively little ambition, and wants security
o Primary motivators are fear and money
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Document Summary
People are motivated by a variety of things such as recognition, accomplishment and status: Frederick herz(cid:271)erg"s moti(cid:448)ati(cid:374)g fa(cid:272)tors: motivators: job factors that cause employees to be productive and give them satisfaction, hygiene (maintenance): job factors that can cause dissatisfaction if missing but that do not necessarily motivate employees if increased. Co(cid:373)pariso(cid:374) of maslo(cid:449)"s hierar(cid:272)hy of needs a(cid:374)d herz(cid:271)erg"s theory of fa(cid:272)tors: The way managers go about motivating people at work depends greatly on their attitudes toward workers. Meeting employee expectations: expectancy theory: expectancy theory: the amount of effort employees exert on a specific task depends on their expectations of the outcome. Treating employees fairly: equity theory: equity theory: the idea that employees try to maintain equity between inputs and outputs compared to others in similar positions. Inequity in the workplace may lead to lower productivity, reduced quality, increased absenteeism, and voluntary resignation: equity judgements are generally based on perception and therefore are subject to error.
