Motivation in Theory Ch 13
Productivity
The ratio of outputs to inputs in a production process, such as the output of a given amountof Capital.
A measure of a production process’s efficiency in transforming input resources into outputgoods or services.
Total Factor productivity
This is measured by using the formulaGoods and Services (output)Labour + Capital + Energy + Technology + Motivation (all inputs)
Partial Factor productivity
This is the ratio of total output to one partial input. E.g. to check the productivity of Labour onlyGoods and Services (output)Labour (input)
Efficiency
How well the inputs, such as raw material, Labour or Capital can be changedinto outputs, such as goods and services.
It is the ability to minimize waste of the resources available to the organization.
Effectiveness
The ability to accomplish the organization’s goals.*** Real increase in productivity can happen only when work is done efficiently andthat work should be effective.
Productivity = Efficiency + Effectiveness
Different ways to improve Productivity
Better, Quick and more reliable machinery
Better training of workers
Effective management
Change in Business size
Quality of Production process
Factory and Office layout (Security issues in working area)
By Improving Motivation
Motivation
It is the force that initiates, directs and sustains personal behavior and action.In simple words, a force that moves the employees and managers to higher performance.
Motivators ---
Factors that influence satisfaction
Motivated -
-- Being encouraged to do something
Motive -
-- A reason for performing well
Advantages of Motivated Staff
High ProductivityPrepared to accept responsibilitySuggestions for improvementsLow Labour turnover Low absenteeism
Indicators of De-motivated Staff
High level of absenteeismPoor performanceAccidentsPoor response
Types of Motivation
Intrinsic (built-in) MotivationSelf-Generated factors like feeling responsibility, Personal behavior etc.
Extrinsic MotivationWhat is done by others to motivate people through rewards, Punishments etc
Theories of MotivationI.Instrumentality Theory
It assumes that a person will be motivated to work if rewards and penalties are tied directlyto his / her performance. This theory is based on “Scientific Management Methods” byTaylor.
BackgroundAt the beginning of the 20
th
century, U.S.A. has a rapid expansion in industries. Atthat time, there was few training programme for workers. Most of the decisions in production were in the hands workers and foremen. Management did notunderstand the situation at the assembly lines and allowed wasteful practices tocontinue.
Aim of theoryTaylor’s scientific principles were designed to reduce inefficiency of workers andmanagers.
Taylor Scientific ApproachTaylor worked to highlight the best way to increase the performance and productivity by rewarding workers financially. (How did he discover that what the best way was of carrying out a task? Go to Page 227)(Pay workers on the basis of results – based on the theory of economic man)
ProblemsProblem with Taylor’s approach is that as Individuals are different and so there isno guarantee that the theory will suit every one. Also, Taylor ignored factors other than money e.g. social factors, human needs etc.
II.Content (needs) Theory
The basis of this theory is the belief that an unsatisfied
need
creates tension and state of disequilibrium. To restore the balance, a
goal
that will satisfy the needs is identified, and a behavior pathway that will lead to the achievement of the goal is selected. Not all needs are equally important for a person at any time. Some may provide a muchmore powerful drive towards a goal than other, depending on the individual’s backgroundand present situation.There is no simple relationship between needs and goals. The same need can besatisfied by a number of different goals. At the same time, one goal may satisfy a number of other needs.Example: A new car provides transport as well as an opportunity to impress neighbors.
Maslow’s hierarchy of needs
The most famous classification of needs is the one formulated by Maslow (1954). (See page 229 in text book figure 13.2.)Maslow’s theory of motivation states that when a lower need is satisfied, the next highest becomes dominant and then people turn their attention towards satisfying that need.Maslow said “Man is a wanting animal”. Only unsatisfied needs can motivate behavior andthe dominant need is the primary motivator of behavior.
Problems/Limitations
Different people may have different priorities.
Some levels do not appear to exist for certain individuals.
Some rewards appear to fit into more than one levels. e.g. money can be usedto purchase basic needs like food, land etc. but it can also be seen as a statussymbol.
A big problem is that how can we decide when a level has actually been satisfied.III.
Two Factor Model (
Herzberg
)
In 1966 Herzberg attempted to find out that what motivate people at work. He asked agroup of professional engineers and accountants to describe incidents in their job whichgave
Strong feelings of satisfaction
Strong feelings of dissatisfactionThe result was classified into 2 groups. One is called Motivators and the other is calledHygiene Factors.
Motivators ---
those things that can lead to workers being satisfied
Hygiene Factors -
-- those things that can lead to workers being dissatisfied
Motivators
sense of achievement
sense of promotion
sense of improvement
recognition of effort
responsibility
nature of the selected job
Hygiene Factors
pay
working conditions
company policies
relationship with higher levels of the hierarchy such as managersThe research method adopted by Herzberg is
criticized
because no attempt was made tomeasure the relationship between satisfaction and performance. There is no evidence tosuggest that the satisfaction helps to improve productivity.
These two concepts should be clear
Job Enlargement -
An increase in the content of a job in order to reducedemotivation. In Job Enlargement tasks are from the same levelof hierarchy. (No additional responsibility)
Job Enrichment -
An attempt to give employees greater responsibility andrecognition by “vertically” extending their role in the production process.
IV.Human Relation Theories (Mayo)
Mayo suggested that the most important influence on the way in which people behave atwork was the people they were in contact with during the work.When people felt they were appreciated for their efforts and when they enjoyed thecompany of the people they worked with, they would work more productively. Theseexperiments gave weight to the ideas of man as a social animal.The most publicized experiment in this case is known as the “Hawthorne Experiment”. This theory is based on an experiment between 1927 and 1932 at the Hawthorne Plant of Western Electricity Company in Chicago. Over a five year period, changes were made inincentives, schemes, rest periods, working hours, lighting and heating and the effect on
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