MOTIVATION THEORIES(ONLY HL)

(Mayo,Mc Clelland,Vroom,Adam)

Elton Mayo(1880-1949)

In the 1920s Elton Mayo, a professor of Industrial Management at Harvard Business School led a landmark study of worker behaviour from1927 to 1932 at the Western Electric Hawthorne Works in Chicago the manufacturing arm of AT&T.

Hawthrone experiments
Hawthorne Works had commissioned a study to see if its workers would become more productive in higher or lower levels of light.

Airplane View of Hawthorne Works, 1925

Illumination Studies, 1924 -1927

The initial purpose was to study

the effects of lighting on worker productivity. Researchers found that productivity almost always increased after a change in illumination but later returned to normal levels.

Relay Assembly Test Room Experiments (1927-1929)

Relay Assembly Test Room Experiments, 1927-1929 In one of the studies, experimenters chose two women as test subjects and asked them to choose four other workers to join the test group. Together the women worked in a separate room over the course of five years (1927-1932) assembling telephone relays.

Mica- Splitting Test Group, 1928-1930

Plant-wide Interview program, 1928-1931

The workers were interviewed in attempt to

validate the Hawthorne Studies. The participants were asked about supervisory practices and employee morale. The results proved that upward communication in an organization creates a positive attitude in the work environment. The workers feel pleased that their ideas are being heard.

 The workers piece wages were held

constant while work conditions were varied. Productivity increased by about 15%. The researchers concluded that productivity was affected by non-pay considerations

Bank Wiring Observation group, 1931-1932

The final Hawthorne experiment was conducted

studying 14 male workers assigned to the Bank Wiring factory. The objective was to study the dynamics of the group when incentive pay was introduced. The finding was that nothing happened! The work group had established a work norm a shared expectation about how much work should be performed in a day and stuck to it, regardless of pay. The conclusion: informal groups operate in the work environment to manage behavior.

Suggestions
Team spirit and group dynamics

should be promoted Peoples attitude should be looked at while recruitment Well being of the staff to be taken care of by the managers

CONCLUSIONS

MONEY IS NOT THE ONLY MOTIVATOR

consultation

Team spirit

Social man

Criticism
Findings far too generic New workers need

instructions and control from the management

DAVID MC CLELLAND (1917-1998)

THEORY OF NEEDS

 MODERATE RISKTAKERS

NEED FOR ACHIEVEMENT

AS HIGH RISK ACT. ARE CHANCE BASED

KEY RESPONSIBILITY

PERSONAL

ACHIEVEMENTS

MAJOR CAUSES

PARENTS,CULTURE, EDUCATION

Need for ACHEIVEMENT

MODERATE RISKTAKERS AS HIGH RISK

ACT. ARE CHANCE BASED

KEY RESPONSIBILITY PERSONAL ACHIEVEMENTS MAJOR CAUSESPARENTS,CULTURE,

EDUCATION

Need for Power

STRONG WILLED TWO TYPES: PERSONAL POWERAUTHORITARIAN INSTITUTIONAL POWERMAKE PEOPLE

WORK HARD TO ACHIEVE ORGANISTAIONAL GOALS

Need for AFFILIATION

SEEK SOCIAL RELATIONS CONFORM TO GROUP NORMS ENJOY WORKING IN GROUPS

Managers should:
ACHIEVEMENT: Should be given achievable but challenging job POWER: Should be given opportunity to manage the team AFFECTION: Should be provided with cooperative work environment

CASE STUDYEGG LTD,UK

EGG Limited, UK

Egg Ltd using Mayos and McClelland theory

Egg is the world's largest pure online bank, established in 1998.

Source: www.thetimes100.co.uk www.egg.com www.wikepedia.org

 Egg places so much emphasis

on managers knowing their people well in order that they enjoy their work and are putting in every effort because they want to.

 'I want'

This refers to what the individual wants from their working life. It is discussed in a 'Know Your People' conversation between the manager and the employee 'Egg wants' Egg believes that the aims of the company (known at Egg as the 'Egg Game') can be delivered through clear responsibilities and targets

VICTOR VROOM(1964)

Expectancy Theory

Vroom argued that when faced with alternative approaches to dealing with a certain task individuals choose the option with the greatest motivation force Motivation force is composed of three parts 1. Expectancy 2. Instrumentality 3. Valence

Expectancy people have different expectation about their experience, capability and level of self confidence in tackling a task Instrumentality people hold the perception that if they meet performance expectations then they will be rewarded Valence people place different values on different rewards. They will think about the extra effort in terms of intrinsic and extrinsic rewards

Adams Equity Theory(1963)

The degree of equity in

rewarding efforts will have an impact on the level of motivation. There is inequality if those who contribute more are paid less.

 Workers will compare their efforts and

rewards to those of others in the workplace .

Each worker should receive a remuneration

package that reflects his or her efforts.

CONSEQUENCES OF INEQUALITY
Lower Productivity Reduce Quality Absenteeism Theft Sabotage

THANK YOU