MRBMAPI

NGI
RE

MOTI
VATI
ON

Moti
vat
ionisthesetofpr ocessesthatarousedirectandmaintainhumanbehavior
t
owardsatt
aini
ngsomegoal s.Iti
sthecommi tmenttodosomething.Moti
vat
iondeals
wi
thhowbehaviori
sener
gized,howiti
sdir
ectedandhowi ti
ssust
ained.

Mot i
vati
onisdefi
nedas, t
hosefact
orsthataff
ecthumanbehav i
our.Humansdonotj ust
takeactionbutt heytakeactionforapar ti
cularreasonwhi chist her
efor
etermed
mot i
vati
on.Managershavetounderstandtheneedsoft hesubordi
natesastheygreatl
y
i
nf l
uencethei
rbehaviourattheworkplace.I
tisassumedt hatempl oyeesworkforthe
purposeofsati
sfyi
nganumbert hei
rneeds

Mot
ivat
ional
theor
ies

Sci
ent
if
ic Management Appr
oach t
o
Moti
vat
ion

Fr
edri
cTay
lor–Fat
herFounderofSci
ent
if
icManagement
[
1911]


Oneoft hepioneersofsci
ent
if
icmanagementconsi
der
edmotivat
ionasi t
r
elat
estoindivi
dual
satwork,
theor
gani
zat
ioni
tsel
fandt
hei
nter
-r
elati
onshi
psin
t
heorgani
zati
on.
I
mpl
i
cat
ionsofTay
lor
’sTheor
y

 Hev iewedwor kersasgener all

ylazyneedi ngt i
ghtcont r
oltoensur ethattheydeliv
er.
 Heconsi deredt hem asl ackingambi t
ionsandunwi ll
i
ngt otaker esponsibil
i
t y
.
Mani saneconomi cmanconcer nedwi thmaxi mi zinghiseconomi cgain.Sot he
fi
rm mustgi v etheempl oyeesmor ewagessot hatout putcani ncrease.
Taylorthoughtwor kerswer emot i
vatedbymoneyandt hatifgivenhighersalari
es,
theywi l
limpr ovepr oducti
v i
ty.
Heal sorecommendedbonuspay ment sandi ncent iveschemest omot ivat
e
empl oyeestoper for m atahi gherlevel.
 Developedt hecar rotandst ickappr oacht omot ivatet heempl oyees.
 Hewasconcer nedaboutcr eatingconditionswhi chwoul densur emaxi mum
pr
oduction.
 Heal socitedt hatindivi
dualsshoul dbeconsi stentwi thorganizati
onal goals.
Hei denti
fi
edl ackofcooper at i
onbet weenmanagementandl aborasoneoft he
reasonswor kersdidnotper formtot hefullestpot ential
.
 
Heal socitedpoori ntegrat
ion ofworker
st otheirworkrolesasanotherprobl
em
i
norganizations.

Hewasdet erminedt hatworkerswouldbemot ivat
edtowor kbet
terifthei
rjobs
wer
ebr okendowni ntosmallerr
epet
iti
vetasks.

Hesuggest edt hatmanager sshoul
dgi veworkersclearinstr
ucti
onsaboutt hei
r
wor
kandt hewor kersshouldfol
lowtheorderwit
houtquestion.
Adv
ant
agesofTay
lor
’sAppr
oach


Di vi
sionofwor kthusspeci ali
zati
onwi llincr
easet hepr oductivi
tyandi ncrease
qualitysinceeachwor kerwillbedoingwhatheknowsbestandhav eskil
lsin.

Fai rnesst opay eesi ncei tsupportstheuseofpi ecer atesy stem,thusifawor ker
producesmor euni t
s,hei sgi venmor easpay eebecauset herewi l
lbenoconf l
i
ct
betweenwor kers.

Mot ivatest he wor kerst o wor khard( piece rate sy st
em) ,mor e productswi ll
i
ncr easet hef i
rm’spr oductiv
ity.

I tleads t oi mpr ovement si nt he wor ki
ng met hods r esulti
ng in economi c
gainsi npr oduct i
vi
ty.

Tay lor’s appr oach has cl ose links wi th t he concept of aut ocrati
c
management .Thatmakest het heor
ymor eusef ulsinceiti ssuppor t
edbyot her
managementst yl
es.

Managementwi l
lbecome mor einvolv
ed wi t
h pr oduct
ion act i
vit
ies and thus
encour agedt oshowl eadership.
Di
sadv
ant
agesofTay
lor
’sAppr
oach

Notev ery onei smot i

vatedbymoney ,thatis,Tay lorov erlookedt hatworkerswor k
fordi f
ferentr easons.Accor dingtoHer zber g,non-financi alfactorsal somot i
vate
wor kers.[itdoesnott akeintoaccounti ndividualdiff
er ences]
I
ti gnores t he exi stence of gr oups and t eams because i ndivi
duals might
reduce t hepr oductivi
tyoft hef i
rm sincet heywoul dl acksuppor tandshar i
ngof
i
deas.
I
tl eavesnor oom f ori ndiv
idualprefer encesandi nitiati
v esbecausemanagement
mightnotbeawar eofsomegoodi deasf rom subor dinat est hatmi ghthelpthefi
rm
toincreasepr oductivit
y .
Piecer atesy stem isappr opriatewhenout putisst andar dized.I tisnotappl i
cable
forserv i
ce.
 Wor kersar egiv enbor i
ngandr epet
iti
v etaskst ocar ryout .
Because ofpi eceratesy stem, worker s mi ghtbemor econcer ned aboutquant i
ty
andcompr omi seonqual i
ty.
 I
tconsi der edpeopl eatwor kasmachi neswi t
hfinancial needsandi gnoresthat
wor
ker shav esoci alneeds.
Excessi ve speci ali
zation leads to deski l
ling and cause wor kerst o become
ali
enat edandf rustr
ated.
 Ther ei snoguar anteethatt hebestwaywi ll
suiteev er yone
 Al otofcompl et
ionamongcol l
eaguesmaygi v
er aiset oconf l
icts
HumanRel
ati
onsModel[
hawt
hroneef
fect
]–Dev
elopedByGeor
geEl
tonMay
o[1932]

 Thehumanr
elat
ionsmodel
lookedatmot
ivat
ionf
rom t
heper
spect
iveofhuman
needs.
 
Hef oundedt hattheboredom createdbyrepeti
ti
v et
asksactuall
yreducedworker
s’
socialcontactsthathelpstocreateandsustai
nmot ivat
ion.

Hei ntr
oducedt hehumanr elat
ionsschoolofthoughtswhichfocusedonmanager s
taki
ngmor ei nterestonthewor kerstr
eat
ingthem aspeopl ewhohav ewort
hwhile
opinionsandr eal
izingt
hatempl oyeesenj
oyinteract
ingwitheachother.
TheHawt
hor
neExper
iment
s


TheHawt hor neExper i
ment swer ecar ri
edoutatt heWest ernel ectr i
cpl antnear
Chicagoi nUSA.
 Wor ker swer edi v i
dedi ntogr oups, thatis,cont rol groupswi thtestgr oups.
 Hest ressedt hei mpactofeachoft hef oll
owi ngv ar iables’ per for mance:
1.Temper ature.
2.Wor kinghour s.
3.Resthour s.
4.Wager ate.
5.I ll
umi nat ion.
6.Super v i
si on.

Theobj ect iv
eoft heexper imentwast odet er mi net her elationshi pbet weent he
levelofl i
ght ingi nthewor kingpl aceandpr oduct iv i
tyoft hewor ker s.

Thet estgr oupwassubj ect edt odel iberatechangesi nl ight ingwhi l
et hecontr ol
groupl ight i
ngwasnotchanged.

The r esul ts of t he exper i
ment wer et hat when l ight i
ng condi t
ions wer e
impr ov edpr oduct ivit
yf ort het estgr oupt endedt oi ncreaseasex pect ed.
 Surpr i
si ngly ,whenl i
ght i
ngcondi ti
onswer elower ed, product i
vitycont inuedt o
i
ncr
ease.

Att hesamet ime,cont rolgr oup’spr oduct i
v i
tyi ncr easedj ustl iket hatoft hetest
groupev ent hought hecont rolgroupexper iencednochangesi nl ightning.

I nt hesecondexper i
mentt het estgr ouphadi tswagesi ncr eased,r estper i
ods,
reducedt hewor kday .

Ther esul twast hatpr oduct i
vityi ncreasesov ert i
meandt hendecr eases.He
concl udedt hatempl oy eeswor khar derift heybel iev edt hatmanagementwas
concer nedwi t ht hei rwel far edespi t
echal l
engeswhi chmaybef acedsuchas
lower ingl ight ing.

I fwor ker sappeart ohav emeani ngandi fpeopl ef eelv al uedt heywi llbecont entin
theirwor kt her ebyi ncreasi ngpr oduct ivi
ty.

Thi sr elationshi p bet ween at t
ent ion pai dt o empl oy ees and an i ncrease in
product ivitybecameknownast heHawt horneef fect .
 From t heexper iences, May oconcl udedt hatwor ker scanbemot i
v atedby :
1.Bet tercommuni cat i
onbet weenmanager sandwor ker s.
2.Wor kingi ngr oupsort eams.
3.Ensur ewor kisint erest i
ngandr epet i
ti
v e.
4.Tr ainingand
dev
elopment
.Ingener
al,
hear
gued
t
hat
:
 1.Indivi
dualsaresoci albei
ngswi thneedswhi chhavetobeaddressed.
2. Peopl earenotonl ymot iv
at edbyeconomi cconsiderat
ionsbutbyav
ari
etyof
socialandpsy chologicalf
act ors.
3.Indivi
dualsrequiredecentt r
eat ment .
4.Indivi
dualsneedempower ment( controloversi
tuat
ions)
.
5.Wor kershav etherighttoinformat i
on( communicati
on).
6.Informalgroupsshoul dber ecogni zed.
7.Secur i
tyenhancesper formance.
8.Positiv
ef eedbackisessent i
al i
sm.
Cr
it
ici
sm oft
heTheor
y


Some cr i
tics ar gue t hat May o’
s appr oach is largely subj
ecti
ve because
workersar eusuallymani pul
atedtowor khardbymanager s(vi
ewsoftheor
yx )
.
 Othersv i
ewedt heappr oachasawayofr educinguni
onpower .
 Theassumpt ionthatwor kersandmanagementshar ethesamegoal si
snot
r
eal
isti
c.

Thei deaofwor kplaceconcer nsmaynotal way sexi
stasi tmaytaketimetoagree
duetov ariati
onsi nideasandt hi
nking.

I nf
ormal gr oups may end up negat ivel
y affecti
ng t he goals of t he
organizati
on,f orexampl e, extending t heir meetings by t wenty minutes
which endsup af fecti
ngpr oducti
vity
.

.
Abr
aham Masl
ow’
sHi
erar
chyofNeeds[
1954]


Abr aham Masl ow vi
ewedmot ivationasapr ogressionofneedsr angingfrom the
mostbasi cneedstot hehighestneedofsel f
-actuali
zation.

Masl owsuggest edthatpeopl ear einacont inuoussat eofmot i
vat
ionandt hatthe
natureoft hatmotivati
onisv ariableandcompl ex.Hesuggest edthatpeoplear e
rar
elyi nastateofcompl ete satisfacti
on exceptf ora shor twhi l
e.As t hey
ful
fil
lone need,anot herassumespr ominenceandmot i
vat
esfurthereff
ortunt i
l
sati
sfied.

Unl essandunt ilalowerneedhasbeensat isf
ied,higherneedsdonotmot ivate.
Onceaneedi ssat
isfied,
itnolongermot i
vates,onlyunmetneedsmot ivat
e.
The Hi
erar
chy Needs

 Phy si ologi cal NeedsBi ological needs–I ncludeshel ter, f

ood, oxy gen, sexual
i
ntercour se, andcl ot hing.
Normal lypeopl ecomet owor kaf terthei rbasi cneedsar esat isfied.Basi cneeds
canbesat isfiedt hr oughr aisingempl oy ees’ wages.
Ifsuchneedsar enotsat isfiedt henone’ smot ivationwi llarisef rom t hequestt o
sati
sf yt heseneeds.Thet heor ysuggest st hatt heabsenceofhi gherneedsi snot
fel
twhen such needsar e notsat i
sfied.Such needscan be pr ov ided att he
wor kplacesi tuationbyf i
nanci alrewar dswhi chenabl et heper sont osat i
sfythese
needs

Saf et yand Secur i
tyNeeds– Theyar eneedswhi ch i ncludej ob secur i
tyand
safe wor king env ironmentand ot hernecessi t
ies such as medi calai ds and
pensi ons.Wor ker swi llbemot ivatedt owor kwel li ft heirsecur i
t yneedsar ewell
takencar eof .Theseneedscanbesat isfiedt hroughmedi calai ds,suppl yof
protect ivecl othing, forexampl e,hel met sandbyof feringcont ract s.
Once phy si ologi cal needs ar e met ,ones ef fortshi ftst o secur ityneeds.The
personseekst obef reef rom phy sicalandemot ionalhar m.Theseneedscanbe
sati
sf ied by of fering j ob secur ity, medi cal i nsur ance, wor king i n a safe
environment( prot ect i
v eclot hing)andsav ings

Soci alNeeds–Theyar er eferredt oasneedsofaf fi
liation,t hati s,t hewor kers
become“ thesoci almen” ,
needt obel ov ed, accept edbybot hmanagementandt he
co-wor kers.Wor ker swantt ohav easenseofbel ongi ng.Thi scanbeachi evedby
wayofbui l
di ngspor tscl ubsandal l
owi ngpeopl et obel ongt oi nfor mal groups.
Whenphy si ologicalandsaf etyneedsar esat i
sfiedsoci alneedsbecomei mportant
.
Soci alneedsar et hef irsthi gheror derneedsandt heyr elatet ot hei nteractionwith
otherpeopl ee. g.super i
ors,col leaguesandot herst akehol der s.Thesei ncl
udet he
needf orf riends,needf orbel ongi ngandneedt obel ov ed.Theseneedscanbe
sati
sf ied by soci al gat her i
ngs,i nf ormalr elationshi ps,r ef reshi ng and ot her
 spor tingact ivit
ies

Est eem Needs–Theyar eneedsf orachi evementandt heyar eintendedt oboost
an i ndi vidual ’
smor al e.Hencet hewor keri smot ivat
ed i fhe/ shei sachi eving
somet hi ng,f orexampl e,sett ar gets.They al soincl ude needs t ober espect ed
andr ecogni zedatt hewor kplace.
Aftert hesat isf
act i
onoft het hr eebot tom needs a per son seeks t oachi eve
i
nter nalandext ernalest eem needs. I nt ernal est eem needs ar ethose r elated
to sel f-
est eem such assel f-respectand achi ev ement .Ex t
ernalest eem needs
aret hoset hati ncludesoci alst atus,reput ationandr ecogni ti
on.Theseneedscan
be sat i
sf i
ed by i nv olvi
ng empl oyees i n deci sion maki ng,decent rali
sat i
on,
recogni singhar dwor kingst affmember se. g.empl oy eeawar ds

Sel f-Act ual i
z ati
on–Att heepi tomeoft hehi erarchyi sthesel f-
actualizati
onneeds.
Theyent ai
lt heabi li
tyt oachi ev et hebestt hatonecando.Thesear eneedst odo
withper sonalgr owt h.Theyar er eali
z edwhenawor keri sgi venal eader ship
posit i
onorwhent hewor keri ssentf orst udiest oacqui remor eknowl edger elating
tothej ob.
I
ti st hequestofr eachi ngone’ sfullpot ent i
alasaper son.Thi snev erbef ull
y
satisf i
edbecauseasonegr ows psy chologically t her e areal way snew
oppor tuni t
iest ocont inuet o gr ow.Accor ding t o Masl ow v eryf ew individuals
reacht hisl ev el
,howev er,sel fact ualisedpeopl et endt ohav eneedssuchast ruth,
j
ust i
ce,wi sdom andmeani ng.Suchneedsar esat isfi
edbypeopl econduct ing
resear chesandf urtherst udiese. g.pr of essor ship.Suchneedsar edi ff
icultt o
satisf yatt hewor kpl ace.
 
Accor dingtoMasl ow,l
owerorderneedshavetobesati
sfi
edfi
rstf
orhigherorder
needst omotiv
atehencesati
sfact
ionshoul
dstartf
rom t
hebot
tom oft
hehi er
archy
unti
ltothetop.
 Hebelievessat
isf
iedneedsar
enon- moti
vat
ors.

I
mpl
i
cat
ions
 Maslow’shier
archy of needsst atesthatwemustsati
sfyeachneedi
ntur
n
star
ti
ngwiththephy si
ologi
calneeds,onl
ywhent hel
owerorderneedhasbeen
sati
sfi
edcanaper sonseekt osati
sfyahigherneed

 i
fal
evel
hasbeensat
isf
iedt
hent
hatl
evel
becomesi
nfer
iororl
essi
mpor
tant

 reversionisalsopossibleegifamanageri satself
-est
eem l
evelbutsuf
fer
sfrom
agr eatf i
nanciall
oss,hecancomebackt osafet
yandsecuri
tyneeds
 Self-actuali
zati
onisdiff
icultt
obeachi evedal
thoughpeopl
ear ecapabl
eto
reacht hisstageassuggest edbyMasl ow.
 Theneedsar einascendingorderi
.e.humansseekt osati
sfytheneedsonthe
bottom oft hepy r
amidf i
rst

Adv
ant
agesofMasl
ow’
sHi
erar
chyofNeeds


Ithelpsi dent
ifyandcl assif
yal ltheneedst hatareessentialforawor ker .Masl ow
wasablet oclassifyhumanneeds.

Ithelps f i
rms toi denti
fywhi ch needs hav ebeensat i
sfi
ed andwhi ch ar enotat
themoment .Thi swi l
lhelpi ttof ocusont heneedsnotsat isfi
edandmai ntai
n
motivat
edwor kers.

Italsohel psthemanagementt olookf orwaystosatisf
yaneed, forexampl e,social
needscanbesat isfi
edbypart i
esorbui ldi
ngsportscl
ubs.

Ithelpsidenti
fyt heorderinwhi chtheneedsmustbesat isf
ied,
f orexampl e,ahigher
needcannotbesat i
sfi
edunl essal owerneedi ssat i
sfi
ed,forexampl e,pr omot i
on
whenal owerneedi snotsati
sf i
ed,forexample,shelt
erwill
notmot i
vatet hewor ker.
Di
sadv
ant
agesofMasl
ow’
sHi
erar
chyofNeeds


I ndividualbehav iorsseemst orespondt osev eralneedsatt hesamet ime,notj ust
oneatat imesot hef ir
m sat i
sfyi
ngt hem onebyonemi ghthavemor et i
met o
satisfyt heneedsoft hewor ker
s.

Eachwor kercanpr oducehi sownhi erarchy,forexampl e,somer anksel f-esteem
highert hansaf et y, hence, thef i
rm willneedt oidentif
yt heneedst hatar eimpor tant
towor kersr athert hanusi ngMasl ow’sappr oach.

Ther ei sapr obl em i ndeci dingwhenaneedhasact uallybeensat isf
iedsi ncei tis
mor esubj ectiveandhenceaf i
rm mi ghtthinkaneedi ssat i
sfiedwheni tisnot .This
isapr oblem becausemanager smi ghtf ocusonunmet( hi
gher)needswhensome
(lower )arenoty etsat i
sfi
ed.

Themodeli gnor est heof tenobser vedbehav iorofindividualswhot ol
er atelowpay
forthepr omi seoff uturebenef it
s.

Ther ei sli
ttleev idencet osuggestt hatpeopl earemot ivatedt osati
sfyonl yaneedat
eachl evelatat i
me.
 Self-actualizationi snev erper manent lyachievedassuggest edbyMasl ow.
 Ver ydiffi
cul tt odet ermi newhi chlevel anindivi
dualisat
Dougl
asMcGr
egor
’sTheor
yXandY[
1960]

 Heconstr
uct
edt wosetsofassumpt
ionsaboutwor kers’
att
it
udetowardswork.
 Theor
yXdepictsthe‘t
heeconomicman’charact
eristi
csofTayl
ormanagement .

Theory Y depicts worker
s aut
onomy responsibil
it
y and gai ns a sense of
achi
evementfr
om wor k.
Theor
yXmanagerassumes Theor
yYmanagerassumes
Wor kersinher entl
ydisl
i
kewor kandwi l
ltr
y Wor
ker
sinher
ent
lyl
i
kewor
k
toav oiditwhennecessar y
wor kersshoul dbecont rol
l
ed,directedby Wor kersdon’ tneedtobecont rol
ledand
managementort hreatenedinor derto directedal lt heti
meshoul dexer ci
setheir
gett owardst hecompany ’
sgoals. ownaut hori
ty
Wor kersar elitt
leorun–ambi t
ions,lazy and
Wo r ar
ke er
sa e
r wa
ea r
de
mbd
i
tot
inh
sr
,ou
rg
eh
s e
ponf
f
so
ir
bt
i
li
tyand
i
r r
esponsi bil
i
t yandnott obetrustedand tow a
heyrrds a
equic
rhi
e veme
emonet nt
arof t
he or
g
yandsoci ani
z
alra
et
wi
on
a’
r
ds
s
theyr equir
emonet aryrewardsast heir gs
aoatl
.
heirl
argestmot i
vator
l
argestmot ivator
Pessi misti
cappr oach. Opt
imi
sti
cappr
oach.

Accept
anceoft
henegat
ivet
heor
yXv
iewsr
esul
tsi
n:

1.Autocrati
cleadershi
pst y
le.
2.Tradit
ionalorgani
zati
onal st
ructur
e.
3.Centrali
zat
ionofdecisionmaki ng.
4.Scienti
fi
cmanagement( Taylor)
.
 5.Ext
ri
nsi
cfact
or;
payandpuni
shment
.
Accept
anceoft
heposi
ti
vet
heor
yYv
iews
r
esul
tsi
n:

1.Fr
eer eignstyl
eofleader shi
p(democr
ati
c)andl
aissezf
air
ee.
2.Moref lexi
blest
ructures.
3.Asear chofappropriateway st
omotiv
atethewor
ker.
4.Decent ral
i
zati
onofdeci sionmaki
ng.
5.Astressofi nt
ri
nsicfactors.
N.
B.:
Probl
emsar
isewhenempl
oyeeswhoacceptt
heor
yYar
esubj
ect
edt
otheor
yX.

.
Vr
oom’sExpect
ancyVal
enceTheor
y

Hear
guest
hatt
heur
get
odosomet
hingi
sdet
ermi
nedbyt
he:


At tracti
venessoft heoutcometot heindivi
dual (
thatis,
theimportancethe
indivi
dualattachestotheoutcome) .

Per formance–Rewar dlinkedtoit(thatis,t
hedegr eetowhichtheindivi
dual
believesthatperformi
ngatacer tainlevelwil
lleadtoattai
nmentoft hedesired
outcome) .

Ef fort–Per f
or manceli
nkage(thatis,theprobabili
tyassumedbyt heindiv
iduals
thatexerti
ngagi veneffortwi
lll
eadt oper f
ormance) .
 Thet hreevariabl
esaresummedupandgi vethefollowi
ngequation:

Leav
espaceof4l
i
nes

Where:
Visvalence–t hev al
ueofi ncome,
Eisexpectancy–t heper ceiv
edl i
keli
hoodofout
come.
 Eff
orti
snotsuf fi
cient;
ithast obeaccompaniedbyabi
li
tyandski
l
l.
 Jobsatisf
acti
onwi llr
esultineffecti
vejobper
for
mance.
 Jobdesignisofgr eatimpor t
ance.
Adam’
sEqui
tyTheor
ybyAdam St
acey

 I
tisaboutf ai
rnessbet weeneff
ort(
inputs)andr ewards.

In ot herwor ds,t here shoul
d be a soughtofbal ance between the eff
ort
applied byempl oyeesandt hei
rr ewards,thegr eatertheeffort,themoret he
rewar dandt hisenhancesmot i
vati
on.

N. B.:Thef air
nessofi nputsandrewardsoft hecompany ’
semployeesi scompared
tothei nputsandr ewar dsofot
herpeopleper f
ormingcompar abl
et asks.
  Equi tyexistswhent her atioofone’ soutcomet ohi s/herinputsequalsanot her
one’srati
o.
Wor kersfeelsenseofi njust i
cei ftheireffort
sar enotr ewar dedinconf ormityto
otherpeopl e’
sr ewar ds( relati
vet ot hei
ref f
orts)
.
N. B.:Equitydeal swithcompar isonsofy ourownsi tuati
ont othesituationofothers,
forexampl e,allteachersexpectequal remuner ation.
 Amot i
vatorisnot hi
ngwhi char ousesbehav ior.
Ifwor kersper ceivethatt hei rrewar dsarehi gherthanper f
ormance, theyincrease
thei
rper f
ormanceandv icev ersa.
Ifwor kersper ceivethatt her eisequi t
ybet weent heirinputsandr ewards, t
hey
maintainper f
ormance.
Adam’
s Equi
ty Theor
y

Her
zber
g’sTwoFact
orTheor
y[1969]

 Her
zber
gdi
sti
ngui
shedbet
weeni
ntr
insi
candext
ri
nsi
cfact
ors.
I
ntr
insi
cFact
ors

 Thesear
efactor
sthatmoti
vat
edandgav eposi
ti
vesat
isf
acti
on.Theyi
ncl
ude:
1.Senseofachi
evement–reachi
ngorexceedi
ngtask
obj
ect
ives.
 2.Recognit
ion–entai
l
sacknowledgementofachiev
ementbyseni orstaf
f
memberwhi chismoti
vati
onal
.
3.Advancement–entail
spromoti
on,ri
singr
ewardsforachievementprogress.
4.Responsibi
li
ty–ent
ail
stheopport
unit
ytoexerci
seauthorit
yandpower .
5.Jobinter
est–amot i
vati
onalj
obshouldpr
ovideposi
ti
v esatisf
act
ion.
6.Growth.
Ext
ri
nsi
c(Hy
giene/
Mai
ntenance)Fact
ors

 Theydonotmot i
v atebutt heirabsencemaycausedi ssati
sfaction.Theyinclude:
1.Payandbenef i
ts, f
orexampl e,basicpay,bonuses, holi
dayset c.
2.Companypol icy– ent ail
srulesandr egul
ationst hatgov ernempl oyees
andempl oy ers.
3.Jobsecur ity– degr eeofconf idencet hattheempl oyeepossesses
regardi
ng
continuedempl oy mentinthe
or ganisation.
4.Per sonal li
fei nv olv
est imespentonf ami l
y,f
ri
endsandi nterestswhichis
usuallyrest r
ictedbyt imespentatwor k.
5.Wor kingcondi ti
ons, forexample,workinghours, f
acili
ti
esandequi pment .
6.St atusi sdet ermi nedbyt herank,authorit
yandr el
at i
onshipwi thot
hers
refl
ectingt hel evelofaccept ance.
7.Tr eatmentatwor k.
Cr
it
ici
sm oft
heTheor
y


Her zberg consi der ed monet ary as non- moti
vator
s,butdur ing hy per-
inf
lati
onaryenv ironmentmonet aryincentivespayacr ucialr
olei nmot ivati
ng.

Somecr i
ti
csar guet hatt hev iewsofHer zber gmightbelesspr acticalsince
businessmaynotcont inuewi thsuchpol i
cesdur ingrecessi
onper iod.

Somear guet hatHer zbergr eli
edt oomuchont heopi nionsofpeopl eon
whatsat i
sfies/dissat i
sfiespeopl eatwor kast hi
smaybesubj ecti
v e.
 Somecr iti
csar eoft heopi ni
ont hatHerzber ggavewor kersmor ef reedom.
 Needsar enotal way sstratif
iedi ntotwof actors.
 Oneper son’shy gienef actorisanot her’
smot i
vati
onalfactor
.
 Today’smot ivati
onal f
act orsmaybet omor row’shygi
enef actor.
NeedTheor
ybyDav
idMcCl
ell
and


Hewasconcer nedwi ththedifferencesbetweeni ndi
vidual
sandt hen
under
standi
ngcommonf act
orsinmot ivat
ion.
 Hewasconcernedwi t
h3needs:
1.Needforachievement.
2.Needforpower .
3.Needforaffi
l
iati
onorbelonging.
 Theneedforachi
evementistypi
calt oMaslow’ssel
f-
actuali
zat
ionneeds.
 Theneedforpowerissimil
artoesteem, egoneedsofMasl ow.
  Accor dingt ohi m, thedomi nanceoft heseneedsi nfl
uencet hebehav iorof
i
ndi
viduals.

Hear guedt hatt heneedf orachi ev ementi sakeyf actorinhumanmot iv
at i
onand
i
sdev el opedbyenv i
ronment alf act or
sl i
kev al
uesofsoci ety,education,potenti
al
i
nf l
uenceet c.

For hi m t he need f or achi ev ement i s not her edit
ary but r esultsf rom
envir
onment al f
act ors.
 Hest at est hatpeopl ewi thhighneedf orachi evementusual l
y :
1.Hav el owneedofaf f
il
iati
on.
2.Needf eedbackont heirperf ormances( weaknesses, strengt
hs,
assessment s) .
3.Seekt askswhi char echallengi ngbutwhi chtheyarei ncontrolof.
4.Seekt askswhi chtheycanexer ciseper sonalresponsibili
ty.
 Needf oraf fil
iation–r el
ationships.

Theneedt obel ikedandaccept edbyot hers.Thisneedi sev i
dentatl owerlevels
oftheor ganiz at
ion.

Need f orpower– deal s wi t
ht he degr ee ofcont rola per son desires over
si
tuat i
onsandt hedesi r
et ohav eimpactandt obeinfluenti
al.

He f urt hersuggest st hatpeopl e’s mot i
vation wil
lbe det ermined by some
personal it
yf eatur esinthatper son.

Fact
orsAf
fect
ingMot
ivat
ion

1.Payeeorsal ary .
2.Securi
tyofempl oyees.
3.Socialgrouping.
4.Promot i
onal aspect s.
5.Norms, valuesandbel i
efs.
6.Styl
eofl eader ship.
7.Natureofwor k.
8.Senseofchal l
engei nrel
ati
ontoworkabi
l
ity
.
9.Opportunitytopar t
icipat
eindeci
si
onmaking.

REASONSPEOPLEWORK

Earni
ngMoney
People need to workt o make a l iv
ing.Ther
efore,i
tisnecessaryt
oear nmoneytobuyt
het hi
ngs
thatareneededandwanted.Someoft het hi
ngsthatareboughtar enecessaryf
orli
feandother
sadd
happinessandenj
oymenttol
if
e.I
ts houl
dber ememberedt hatt
heamountofmoneyaper sonearnsfr
om
anempl oyerwi
l
ldependonwhattheworkerhastooffertheemployer.

Security
I
tisonl ynat uralthatpeopl
earesomewhatwor r
iedaboutthefuture.Mostpeopleareconcer nedabout
howl ongt heywi l
lbeabletokeepthei
rjobsorwhatmi ghthappentot hem andthei
rfamil
iesiftheywer e
unabletowor k.Thismeanspeopleworkt o generat
esavingsthatcouldbeusedwhent hewor kerisout
foranyr eason.Ther easonpeopl
ebuyinsuranceofallki
ndsisthattheyareconcernedaboutt he futur
e.
Workt hati s done today mayprovi
demoneyt hatcanbeusedi nt hefutur
e.Theref
ore,somepeopl e
workt oprovidethissecuri
ty.
Gai
ningEx
peri
ence
Someti
mespeopl
ewor
kataj
obsot
hatt
heycangai
nsomeex
per
ienceandgetabet
terj
ob.
Aper sonmightstartoutasadi s
hwasherinarestaurant
.Agoodworkerwil
lgai
nex per
ienceon t
he job
andmi ghtmoveupt oac ook’
shel
perinthekit
chen.Worki
snecessarys
ohe/ shecangainexperi
ence
ont hejob.Thi
sex peri
encemayhelpaper sonbec omeamor eval
uabl
eempl oy
eeandpr ovideachance
foradvancementont hejob.

Feeli
ngImportant
Allpeopl
el i
ketof eelt
heyareneeded.Thi sgivesthem apurposetoli
fe.Workbyoneper
son provi
des
a servi
ce or produc tforanotherperson.Forins
tance,ateacherf
eelstobemakinganimpor
tantrol
e
i
neducatingmember softhesociet
y.Ifpeopletakepri
deint hei
rwork,theymayfi
nditaver
yenjoyabl
e
partoft
heirl
ives.

Achievement
Mos tpeoplewanttoachi
evesomet hi
ngduringt heirl
if
eti
me.Wor ki
ng pr
ovi
desawayf orthem t
oget
thet hi
ngst heywantoutofli
fe.Itisimportantf orworkerstosetsomegoalsforthei
rfutur
ewor k.
Wor ker
ss houldknowwhatthey wantt o achieve and then setouttoachi
eveite.
g.anaccounti
ng
studentmayhav eadream t
obecomeachar t
eredaccount ant
.

Recognit
ion
Al
lpeopleliketoreceiv
ecreditf
orwhattheydo.Recei
vingcredi
tandrecognit
ionfordoinggoodwor
k
makesany onefeelgood.I
tals
omakespeopletrytoworkharderanddobetter
.Nex ttotheneedt
oear
n
ali
ving,
perhapsthereasonmos tpeopl
ewor kist
or eceiv
esomef or
m ofrecognit
ion.

SocialValues
Thewor kt hatapersondoesi
svaluablet
osociety
.The wor
k a doctordoes benefi
tnotonlythe
doctor,butalsothepeoplewhoaretreat
ed. Somepeopl
eevenwor kwit
houtpayforthebenef
itof
otherse.g.vol
unt
eerswit
hhumani
tari
anorgani
sati
onsl
i
keRedCrossandRedCrescent
.

KeepingBusy
Withoutwork,somepeopl
ewoul
dfindi
tdiff
icul
ttofi
nde nought
odo.Wor kpr
ov i
desan out
letforthei
r
energy.Thereareti
meswhenolderworker
swoul dpref
ernottoret
ir
e.Thei
rjobsgiv
ethem achanceto
keepbusy

NBPeoplewor
kformanydiff
erentreasons,fr
om want
ingmoneytohel
pingother
s.I
tisv
eryi
mpor t
antfor
amanagertounder
standt
hepr obablereasonswhyeac hmemberoftheorgani
sat
ioniswor
king,these
r
easonscanbeusedtoens
urethatthewor kerismot
ivat
ed.
EmployeeBenef
it
s/Fr
ingeBenef
it
s/Caf
eter
ia
Benefi
ts


Thesearet
heelement
swhi
char
eusedbyanor
gani
zat
iont
oef
fect
ivel
ymot
ivat
e
i
tswor
kfor
ce.
  Theycanbeeasi
l
ydi
vi
dedi
ntot
wogr
oupswhi
char
efi
nanci
alandnon-
fi
nanci
al.
Fi
nanci
alBenef
it
s


Thesei ncl
udecashandany t
hingthatcanbeconv er
tedi ntocash,f
orexample,
bonus(13thcheque)
,timerate,pi
ecer at
e,perf
ormancer elat
edpay,compet
ence
basedpay,companycar s,houses,lunch,educat
ion,loans,holi
dayall
owances,
medicalai
dandsalar
ies.
Bonusschemes:Therear
eawidevari
etyofbonusschemesavai
l
able,eachdesi
gnedtobesui
tabl
e
fordi
ff
erentempl
oyeesdoi
ngdi
ff
erentj
obs.
Thisisaform offinancialmotivat
orwhichis
awar
dedoverandabov
ethenormalpay.Thisisgi
ventoempl
oyeesusual
l
yatt
heend
oft
heyearoratt
heendofaquart
erorafteraccompl
ishi
ngacer
tai
ntask.
Theseschemesi
ncl
ude:

 Salesbonus.Thi si snormal l
ypaidi fa sales t
argethasbeen r eached.Forsal
espeoplet hi
s
maymakeupasi gnif
icantpartoftheirsalar
y.
 Performancebonus.Thi scanbepai dtoanindivi
dualoronagr ouporfact
orywidebasis,
and
isoftenpai dforr eachingtargetsofout putandquali
ty.Thi
smet hodofpaymentisanimportant
partofHumanResour ceManagement .
 Christmasbonus.Of t
encal l
eda13th
mont h'ssalary,paidforloyalt
ytot hebusiness.
 Profitshar e.Somebusi nesseswi ll
payaper centageofpr of
itstoempl oyees.Theamountt hattheyrecei
vewil
lnormal
lydependon
salaryandl engthofser vi
ce,sor ewardingthosethathadbeenwi t
ht hecompanyl
ongest,
mor e.

Ti
meRat
eSy
stem


I nthissystem, earningsarecalcul
atedaccordingt
otheti
mespentonwork
(numberofhour swor ked×r at
eperhour).
 Circumstanceswher etimeratisappropr
iate:
1.Inor ganizati
onswher eemployeeshav enocont
rolov
erhowfastt
heydo
thei
rwor k.
2.Wher eoutputisofnon-standardt
ype.
3.Inser vi
cei ndustr
ies.
Adv
ant
agesofTi
meRat
eSy
stem

1.Lessharmfult
oquali
ty.
2.Lessharmfult
othehealthofwor
ker
s.
3.Simpleandeasytounderst
and.
4.Appropri
atei
nservi
ceindust
ri
es.
Di
sadv
ant
agesofTi
meRat
eSy
stem

1.Doesnotprovi
deincenti
vesforextr
aeff
ort
.
2.Requir
essuper
v i
sionoftheworkfor
ce.
3.Workersmayslowdownwor ksothatt
heycanwor
kformor
ehour
sandear
n
i
ncreasedpay.
Pi
eceRat
eSy
stem

Themostbasi
cmethodofpaymentisapiecerate.Whenapieceratei
spaidworker
s
ar
epai
dforeachi
tem t
heyproduceorforeachtaskcomplet
ed.Thisdoeshave
advantagesint hatworkerswillworkasfastast heycant omax imiset heiri
ncome, and
paymenti sonlymadewhenwor kiscompl eted.Butt herear edi sadvantagesf or
bothempl oyerandempl oyee.Fort heempl oy ertheremus tbeagr eatdealof
supervi
sionandchec ki
ngofqual it
yaswor kersar emot ivat
edt oachiev espeedof
outputnotqual i
tyofoutput.From theempl oyeespoi ntofv i
ewt hereisnoguar anteeof
i
ncomeandi ncomesar eoftenverylow,nomat terhowf asttheywor k.
 Itiswher ebyworkersarepaidaccordi ngtot heoutputorquantityofitem produced.
 Itisusuallyusedwhenout putismeasur able.
 Out putcanbeat t
ri
butedtoani ndi
vidual wor kersothatthewor kerrecei
vesa
r
ewar d.
 Itiscalculat
edbymul ti
plyi
ngnumberofuni tsproducedbyt herateperunit.
 Al owr atemaydemot iv
atethewor ker .
 
I tcanbeadj
acentt
oref
lectt
hedi
ff
icul
tyoft
hej
obandst
andar
dti
meneededt
o
completei
t.
Adv
ant
agesofPi
eceRat
eSy
stem

1.Itencour
agesgreateref
fect
ivenessandfast
erwor ki
ng.
2.Encouragesworkerstodevi
ceimpr ov
edmet hods.
3.Mor eoutputpr
oduced.
4.Labourcostsforeachworkisdeterminedi
nadv ance.Thi
shel
pst
osetapr
icef
or
theproduct.
Di
sadv
ant
agesofPi
eceRat
eSy
stem

1.Itrequi
resoutputtobemeasur edandst andardized.
2.Wor ker
scanbei njur
edatwor ksincetheystresst hemselvest oextremes.
3.Litt
lesecuri
tyforpay,t
husifther
ei snoproduct i
on, ther
ewi l
lbenopay .
Somet i
mest hemachinemi ghtbreakorawor kermi ghtbeinjuredandthismi
ght
meannopay .
4.Itencouragesworkerstocutcornersandt hi
sr educesqualityonpr oduct
s.
PerformanceRel atedPay
Profi
trelatedpayl inkspartofanempl oyees’incometotheprofi
tsofacompany .Thosewho
recei
vepr of i
trelatedpaywi llear nlessift hecompany profi
tsdecli
neandmor ewhenthe
enti
tyispr ofi
table.Thi smet hodissustai
nablet othefir
m asempl oyeesare pai d i n
accordance to pr
ofi
tabil
i
ty.Itiswher ebyemployeesarepai d accor
ding tothei
r
performance.Empl oyeesaremot i
vatedtowor khar
dt oimprovetheent i
ty’
spr of
itst
hus
achievi
nggoal congr uency.
Adv
ant
agesofPer
for
manceRel
atedPay

1.I
tmotivatest
heempl oyees.
2.I
tincr
easescommi tmentofempl oy
eestotheorgani
zat
ion.
3.I
tdevelopsaperf
ormancecul t
ure.
4.I
tcanbeusedt orecrui
tandretai
nhighquali
ty.
Di
sadv
ant
agesofPer
for
manceRel
atedPay

1.Moneyisnottheonlymoti
vat
or.
2.At
tent
ionmaybef ocusedonvol
umesandspeed.
3.I
tmayr esul
tinhi
gherl
evel
sofpaydi
ff
erences.
Sal
ary

 I
tisanannuali
ncomeusuallypai
donamont hl
ybasi
s.
 I
tispai
dtoprofessi
onalandmanagementst af
f.
 Thesal
aryi
sfixedeachyearandisnotdependentont
imeorunit
.
 Thesal
aryl
evelisdet
erminedbythestat
usofthepostinanorgani
zat
ion.
Adv
ant
agesofSal
ary

1.Securi
tyofincome.
2.Givesstat
uscomparedtopieceandti
merate.
3.Aidsincosti
ng,t
hati
s,sal
aryisnotv
ari
abl
e.
 4.Sui
tabl
ewhenout
puti
snotmeasur
ed.
Di
sadv
ant
agesofSal
ary

1.Incomeisnotrelatedtotheoutput
.
2.Mayl eadtocompl acencyoft
hewor ker
.
3.Regularappr
aisalsmaybeneededt oassesswhet
herani
ndi
vi
dual
shoul
dear
n
hi
gher.
Measur
edDayWor
k


Thei deaofmeasuri
ngdayworkpr
ovidesanswer
st otheprobl
emsofpiecerat
e
andtimerate.

I nst
eadofworker
srecei
vi
ngavari
ableextr
aamountofpaydependi
ngont heir
output,
theyar
epaidafi
xedamountaslongasafixedoutputi
smaint
ained.

Commi
ssi
on–pay
mentf
orachi
evi
ngat
arget
.

Employer
spayempl oy
eesasalescommi ssiont
oincent
ivi
zetheemployeestoproducemoresal esandto
rewar
dandr ecogni
zepeopl
ewhoper form mostpr
oducti
vely
.Thesalescommi ssionhasproventobean
eff
ecti
vewayt ocompensat
esal espeopl
eandt opromotemoresalesoft heproductort
heser vi
ce.The
employeei
spaidaspecif
icpor
tionofhisorhersal
ese.g.3%ofsal
esr evenuegenerat
edbyt heemployee

Empl oyee stock opti

on:Itis a st
ockoptiongr
antedtos peci
fi
edemployeesofacompany .I
t
offer
st heopti
onsholdert
heri
ghtt
obuyacer t
ainamountofcompanyshar
esatapr edet
erminedpri
ce
foraspecifi
cperiodofti
me.Thi
smotivat
estheemployeest
owor kfort
hebenefi
toftheorgani
sat
ion
sincetheyaretobecomeownersoftheenti
ty

Non-
Financi
alBenef
it
s

Theuseofnon- f
inancialmoti
v at
ionmet hodsisanat temptbyempl oyers,t
oappl yideasbehi ndthe
theori
esofMayo,Masl owandHer tz
berg.Examinat
ionofthesetheor
ieshasshownust hatmot i
vati
onto
achievequal
i
tyofout putisbestac hievedt
hroughsati
sfacti
onofhigherneeds( Maslow),awarenessof
theroleofgroups int he workplace (Mayo)
,andt heneedt oprov
ideMot i
vator
s(Her z
berg).Thenon-
fi
nancial
methodsofmot i
vat
ionout l
inedbel
owcanbel i
nkedt ooneofmor eofthesetheori
es.
Thesecannoteasi
l
ybeconvert
edint
ocashandt heyincl
udedel
egat
ion,
managementby
obj
ecti
ves,workgr
oups,
jobdesi
gn,j
obsi
mplif
icationandspeci
fi
cat
ion.
JobDesi
gn


Ref erstot
heappl i
cat
ionofmotiv
ati
onalt
heori
estothestr
uct
ureofworki
norder
toenhancesatisf
acti
onandproduct
ivi
ty.

Usual l
ywel l
-desi
gnedjobsoffersomev ari
ety
,provi
desomedegr eeof
autonomy,enhanceteam wor
k,anduti
li
zeski
ll
sandabili
ti
esofempl
oyeestothei
r
ful
lpotent
ial
.

Thef
oll
owi
ngar
est
rat
egi
esi
ndesi
gni
ngaj
ob:

JobEnl
argement(
Hor
izont
alWor
kLoadi
ng)


Itincl
udescombini
ngseri
esoftasksi
ntoanewbroaderj
obthatgi
vesachall
enge
andvari
etytot
heemployees.

Itisanattemptmadetobroadenthet
askswhi
chareundert
akenorincr
easi
ngload
oft
asksonexi
sti
ngwor
ker
s.
 
I ti
nvolv
esgiv
inganemployeemoreworktodoofasimi
larnat
ure,f
orexampl
e,
i
nsteadofanemploy
eeputtingwheel
sont
oabicy
cleonl
y,hemaybeallowedt
o
completet
hewhol
ebicy
cle.
Adv antagesofJobEnl argement
Jobenl argementmeansi ncreasi
ngthenumberoftaskscomplet
edbyaworker.Soasecretar
y
previouslyemployedtoanswercal l
smightnowhaveduties,whi
chi
ncl
ude,f
ill
i
ng,let
terwri
ti
ng
etc.Thisaddsinterestt
ot hejob,andi
nvol
vestheemployeeinamorecompleterol
ewithi
nthe
business

Advantages
1.Itpreventsboredom wi
thoner epet
it
ivetask.
2.Encour agesemployeesat
isfacti
onintheirwor
kastheyar
ecompl
eti
ngt
hewhol
e
pr
ocess.
3.Itismor eeff
ici
enti
fworkersareorganizedint
ogr
oups.
Di
sadv
ant
agesofJobEnl
argement

1.Iti
ssi mplygi
vingawor kermor
eofthesamej
ob.
2.Itreduceseff
iciencysi
ncethewor
keri
stocompl
etet
hewhol
etask(
incr
eased
wor
k).
3.Itover-
burdenst heworker
.
JobEnr
ichment(
Ver
ti
cal
Wor
kLoadi
ng)
Thismeansgi vi
ngwor kersmor econtrolov ert
hetasksthattheycompl et
e.All
owingwor ker
stoc ompl
ete
tasksthathav eameani ng,andar ecompl eteinthemselves.Forex ample a wor kerwho has a j ob
fi
tt
ing thet ubet o aTV,mayhav ehisjob enr i
ched bytestingthatthetubewor ks,andbeingableto
makeadj us
t mentssot hatther equi
redlevelofqualit
yisac hi
eved.Theabi l
it
ytodot hisrangeoftasks
meanst hatthewor kerbec omesmor ecommi tt
edt oachievi
ngqual i
ty.Thecos tassociat
edwi t
ht hi
s
met hod,areofcour se,thet i
mespentt raini
ngthewor kertocompl etetheseextratasks.Eff
ecti
vejob
enrichmentdependsuponwor kershavi
ngi nter
esti
ngtaskstocompl ete.Jobdesi gnisakeypar tof
Herzberg'sideas
 I
tcamef rom Her zber
g’smot i
vati
onal factor(advancement )
.

I tattempt stogi veempl oyees responsi bil
itybyv ert
icall
yextending theirrol
ein
thepr oduct i
onpr ocess.
 I
tinvol vespromot i
ons.

I tgi ves empl oyees responsi bi
l
iti
es f orpl anning tasks,quali
ty control,work
super vision,orderi
ngmat erialsandmai ntenance.

I n otherwor ds,workerswi l
lbeper formi ng workwhi ch wassupposed t o be
performedbyl i
nemanager s/ supervisors.
 Somedegr eeofaut hori
tyanddeci sionmaki ngisdelegatedtotheempl oyees.

Somet hingwhi chwasdonebysomeonehi gheronthehi er
archywillbedoneby
someoneatl owerl evel
s.
Adv
ant
agesofJobEnr
ichment

1.Thewor kersfeelaspartoftheorgani
zati
onandt hei
ref
forti
srewar
ded.
2. Empl oyeeswi l
lal
sobepr ovi
dedwi t
hv ari
edtaskswhichmaypossibl
yleadt
o
futurepromotions.
3.Itgivesemployeesachallengetodevelopthei
runusedski
ll
.
4.Itreducesthelevelofl
abourturnover
.
Di
sadv
ant
agesofJobEnr
ichment

1.Somewor
ker
smayf
eelthatt
heyarenotabl
etodoextr
atasks.
2.Somewor
ker
smi
ghtdemandmor ewagesfori
ncr
easedwork.
 3.I
tmaybeasourceofdemoti
vat
ioni
fchal
l
engi
ngt
asksar
egi
vent
oempl
oyees.
4.I
tcanr
esul
tinstr
esstoempl
oyees.
JobRot
ati
on
 
Itist
hesy stemati
candpl annedmov ementofemploy
eesfrom onejobt
oanot
her
topr
ovidet hem wit
hv ar
iety.

Empl oy
eesswi t
chf r
om onej obtoanotherf
rom t
imetoti
me,forexampl
e,f
rom
humanr esourcedepartmentt omarket
ingdepar
tment.
Adv
ant
agesofJobRot
ati
on

1.Reducesbor edom.
2.Enablesskil
lsandexper i
encetobegained.
3.Iti
spartofthet r
aini
ng.
4.Incaseofemer gency,ifoneisabsent
,anot
herempl
oyeef
rom anot
herdepar
tment
cancov erf
ortheempl oyee.
Di
sadv
ant
agesofJobRot
ati
on

1.Gainsinproduct
ivi
tymaybeoffsetbyf
all
inoutputaswor
kerslear
nnewjobsand
t
aketi
met osett
lei
n.
2.Mot i
vat
ionisnotguar
anteedi
ftheemployeei
sswi t
chedf
rom onebor
ingjobt
o
anot
her.
3. Somewor ker
sdonotlike.

Communi
cat
ion:
Communi
cat
ioni
sakeypartof motiv
ati
on,and ef
fect
ive use ofmet
hodsof
communi
cat
ioni
sacomplexmanagementi
ssue

Empower
ment
:

Thi
smeansgi vi
ngworker
sthepowertocontrolt
heirownjobs,
makedeci
si
ons,
andimplementt
hei
r
ownideas.I
tisoft
enusedef
fect
ivel
yindecentr
ali
sedorgani
sati
onsanddemocrat
icl
eader
ship

Gr
owt
hoppor
tuni
ti
es:
Employeeswill
alwaysper f
orm atthei
rbestwhentheenv i
ronmentisconduci
vet
o
growth.Thepotent
ialforgrowt
hi sahugemot i
vati
onaldif
ferencemaker.Employees
canbemot i
vat
edbyoppor tuni
tiesforpr
omotions,pr
ofessionaladv
ancementby
gett
ingmoreexperienceandper sonalgr
owth.
Status:
i
tisasoci all
ydefi
nedposit
ionorr anktogroupsorgr oupmember sbyot her
s.I
tis
evidentthatthesoci
etyhasdif
ferentclasses.St
atusisani mport
antfactori
n
understandinghumanbehav i
ourbecausei tisasigni
ficantmoti
vator
.Fori nst
ance,
whenonehasbeenpr omot edhis/herstat
uswoul dimpr ovet
husboostingmoraleand
productivi
ty

ManagementbyObj
ect
ives

 DevelopedbyDrunkerFurt
herref
inedbyOrdi
oneandMcGregor.

I ti
samanagementt echni
quewhichincl
udesset
ti
ngoutst
rat
egicpl
an,
i
mpl ementat
ionandev al
uati
on.
N.
B.:
Theobj
ect
iveswhi
char
esetmustbesmar
t.

S - Speci
fic
M - Reali
sti
c
 A - Achi
evable/
Attai
nabl
e
R - Real
ist
ic
T - Team Speci
fi
c

Adv
ant
agesofManagementbyObj
ect
ives

1.Eachmanagerhasacl earvi
sionofthevitalar
easofwor kandstandardsr
equi
red.
2.Indi
vidual
swi l
lbeawareoftheorganisation’
sgoals.
3.Itwil
lbeeasyt oassessstaf
fperfor
manceandt heareaswhichneedtobe
i
mproved.
4.Greaterpart
ici
pati
onimprovesempl oyeemor al
sandcommuni cation.
5.Manager shav epowertoachieveresultswhichareameansofensur inggrowth
andpr of
it
s.
6.Itcanbeusedt omot i
vateworkers.
Di
sadv
ant
agesofManagementbyObj
ect
ives

1.I
ttakest
imet
obeef
fect
ive.
 2.I
tcanleadt
omor epaperwor
kthanact ualacti
on.
3.Worker
smaybef r
ustr
atedi
funatt
ainablestandar
dsareset.
4.Someemployeesmaynotwanttobegi venresponsi
bil
i
ty.
Qual
i
tyCi
rcl
es
Thesear egroupsofwor kersthat meet on a r egular basis t o disc
usspr obl
emsint he
manuf act
uri
ngorser v
icepr
ovisi
onorc omefr
om avar
ietyofdisci
pli
nes.Theymayi ncl
udedesigners,
buyers,andproduct
ionworkers.
processandoff
ers
olutions.Theymayi nv
olv
egroupsofworker
sf r
om
thesamedepar tment,

Aqual i
tyci
rcl
eisav ol
untar
ygroupofempl oyeesofanor
ganizat
ionfr
om thesamework
ar
ear angingbetween6-8peoplewhodi scussandtrytosol
veproblemsrelat
ingt
othei
r
work,forexample,
quali
ty,
product
ivi
tyissues.
 Theymayagr eetomeetweekl y.
 Itisanexampleofaninfor
mal group.
Feat
uresofQual
i
tyCi
rcl
es

 TheQuali
tyCir
clesismadeupofv ol
untar
ymember shi
p.
 I
timplementsandmoni torssoluti
onsthathavebeenagreed.
 I
tpresent
sitsfi
ndingstothemanagement .
 Meeti
ngsareusuallyshortbutfrequent
.
 Afaci
li
tat
oristheretoassisttheQualit
yCircl
es.
Adv
ant
agesofQual
i
tyCi
rcl
es

1.Greaterawarenessofshopfloorprobl
ems.
2.Jobenr i
chment.
3.I
mpr ovedmot i
vati
onandmor ale.
4.I
mpr ovedqualit
y.
5.Incr
easedproductivi
ty.
6.Ital
lowsparti
cipat
ionofall
staff(Herzber
g).
7.Contri
butetothemi ni
mizat
ionofcostsofproduct
ion.
Di
sadv
ant
agesofQual
i
tyCi
rcl
es

1.I ti
st i
meconsumi ngasar esul
tofdiscussi
ons.
2. Qual i
tyCi rclesmaybe expensi v
et or un astheymayi ncr
ease the coststo
theor ganization.Thismeanst hatQuali
tyCir
clesneedt obemoti
vatedfi
nancial
ly.
3.I trequiressomer esources.Foritt
ocont i
nuetoexist
,themanagermustsuppl y
group
member swi t
hnecessar y
r
esour ces.
4.Qual i
tycircl
esmaybeasour ceofdemot i
vat
iontoworkerswhoseideasare
neglected.
Aut
onomyGr
oupWor
king(
Team Wor
king)

 Thewor daut onomymeanssel f

-det
ermi
nat
ion,
orsimpl
yindependent.

I tmeanst hatanexper i
encedgr oupofworker
si sgivengreaterdiscr
eti
oni
n
planningandmaki ngofdeci
sions.

Usual lymanagementset sat askbuthow thatworkissupposedt obedoneis
decidedbyt heworker
s.
 
Tobemor eeff
ecti
ve,t
hismet hodrequir
esanexper
iencedworkf
orcewhomight
bewil
lingtotakeresponsibi
l
ityandmanagerswhousedemocr at
icty
peof
l
eadership.

Agr ouport eam ofpeopledecidesbetweent
hem howwor ki
stobedist
ri
but
ed
andhowt osolveproblemsthatarise.
Adv
ant
agesofAut
onomyGr
oupWor
king

1.Improvescommuni cati
onbet weenmanager sandtheemployees.
2.Productivi
tyincreasessust ai
nabil
i
ty.
3.Labourt ur
nov erreduced.
4.Wor kerswill
dev eloprelat
ionshi
pswi thcol
leaguesandteam spi
ri
twhi
chmay
i
mpr ovemot ivation.
5.Flexibi
l
itymayr esult.Forexample,team member smightbemorewil
li
ngt
ocover
foranabsentcol l
eague.
6.Quickerdecisionmaki ngandgener ationofmor ei
deas.
Di
sadv
ant
agesofAut
onomyGr
oupWor
king

1.Conf l
ictbetweent
eam member sandmanagersmayr esenttheresponsi
bil
i
ty
delegatedtoteams.
2.Itresult
sinlossofspeci
ali
zat
ionamongwor ker
s.
3.Toomuchemphasi sonindivi
dual
ism,
forexample,t
eamsmayf ailt
odeli
ver
result
si ft
heemphasisofthecompanyisplacedonindivi
duals.
Wor
ker
s’I
nvol
vementandPar
ti
cipat
ion

 Thi
smeansincl usionofempl oyeesint hedecisionmakingprocess.
 For
msofwor ker s’parti
cipat i
oninclude:
1.Workerdirect ors–Empl oyeerepresentativ
esont heboardofdirector
s.
2.Workercounci l–Empl oy eer epr
esent at
ivesont hecounci
ltodiscussissues
rel
ati
ngdir ectlytoempl oyees.
3.Consult
ativ ecommi ttees– Empl oyeer epresent
ati
vesconsultedoni ssues
suchasheal thandsaf ety.
4.Quali
tyci
r cles.
5.Team bri
ef ing.
6.Workers’commi t
tees.
7.Employeeshar eowner shipplans(ESOP)
Adv
ant
agesofWor
ker
s’I
nvol
vementandPar
ti
cipat
ion

1.Ext
ensionofdemocr acyi
ntotheworkpl
ace.
2.I
ncreasedsati
sfacti
onandpersonal
development.
3.I
ncreasedmotivati
onandincr
easedcommi tment.
4.I
mpr ovedi
ndustri
alrel
ati
ons.
5.Uti
l
izestheknowledgeandexperi
enceofwor ker
s.
6.Developmentofconsensus.
 7.I
mpr
ovedi
nfor
mat
ionf
low.
Di
sadv
ant
agesofWor
ker
s’I
nvol
vementandPar
ti
cipat
ion

1.Timeconsumi ng.
2.Wor kerslackt echni
calknowledge.
3.Empl oyeest akeashort-t
ermv i
ew.
4.Conf l
ictsofinterest
s.
5.Decisionsshoul dbemadebyr isktaker
sandtheexper
tstowhom
authorit
yi sdel egat
ed.
6.Ifr
epr esentati
onsar ev
iaunions,worker
swhoarenotmember
swi
ll
loseout
.
Tr
aini
ng
Theprovisi
onofaformaltrai
ningschemei si
mport
ant
.AsHer zber
gstat
ed,wit
houttrai
ni
ng,wor ker
swil
l
notbeabl etof
ulf
ilt
heirpotenti
al.Tr
aini
ngcanbeon-
the-j
ob,learni
ngbydoing,oroffthejob,suchas
studyi
ng atacollege.Tay l
oralso emphasi
sed t
heimportanceoft r
aini
ng i
nanef for
tt oimprove
product
ivi
ty.


Itist
heacquisi
ti
onofskill
s,knowledgeandcompetencesasaresul
tofteachi
ng.
I
tenhancescooper
ati
on.
 I
tisaprocesswher
ebyindi
vidual
sacquir
ejobrel
atedski
ll
sandknowl
edge.
Adv
ant
agesofTr
aini
ng

1.Highquali
ty.
2.Bett
erproductiv
ity.
3.Morefl
exibl
et hroughbet
terskil
l
s.
4.Easi
ertoimplementchangesi nbusi
ness.
Tr
aini
ngLi
nkst
oMot
ivat
ion

Assumi
ngt
rai
ningi
sef
fect
ivet
hen:

 Empl oy
eesf eelmorel oy
alt
ot heorganizati
on.
 Itshowsthatt hebusinessi
stakinganint er
esti
ni t
sworker
s.
 Empl oy
eesbenef itf
rom bett
erpromotionoppor t
uniti
es.
 Theempl oyeemi ghtbeabletoproducemor eoutputwhi
chmighti
ncr
easehi
s/her
wages.
 Iti
sanoppor t
unit
ytodev el
opnewski l
lsand
knowl
edge.Howev
er,
trai
ningmi
ghtmeanmor
ecost
sto
t
hebusi
ness.

Ot
herel
ement
sincl
ude:

 Delegat
ion.
 Certi
fi
cateofappreciati
on.
 Jobsimplifi
cat
ion.
 Longservicecert
if
icate.
 Posi
ti
veef
fect
sofmot
ivat
ion

I
ncr
easedproductivit
y
 Reducedacci dents
 Reducedwas tageofmat eri
als
 Mi ni
mum er r
or s
 Reducedconf licts
 Wor kersseekr esponsi
bil
it
y
 Resistancetochange

Demot
ivat
edwor
kfor
ce

 Reducedpr oduct ivi

ty
 Accident satwor kplace
 I
ncreasedwast ageofmat eri
als
 Poorqual itywor k
 Dysfunc ti
onal conf li
cts
 Wor kersav oidresponsi bil
i
ty
 Highr atesofabsent eeism
 High l abour t urnov er i
.e.
incr
eased number of
empl oyees l eav ing t heir
jobs
 Actual orthreatsf orindustri
alact
ion
 Lessornopunct uali
ty
 Wor k del ays i .e. mi ssi
ng
deadlinesor

Gai
nsofmot
ivat
ionf
ort
hei
ndi
vi
dual
andf
ort
heor
gani
sat
ion
I
MPACTOFI
CTONMOTI
VATI
ON

1.Empl oy
eesusi ngt echnol ogyi ntheirl ineofwor kf eelmor esuccessf ul,get
mor emot ivatedt odowor kandhav ei ncreasedsel f-confidenceandsel f-esteem.
2.Pr oductionofef fi
cientlycompl et
edt asks,cor rectlypr esentedthr ought heai d
ofcomput ersmot i
vat esthoseempl oyeeswhof indpr oduci ngsucht asksmanual l
y
diff
icul
t.
3.Empl oyeesf i
ndwor kinginat echnology -enhancedenv i
ronmentmor est i
mul ati
ng
andempl oyee- cent
er edthani nat r
adit i
onal environment .
4.Empl oyeesar egener all
ymor e‘ontask’ andex pressmor eposi ti
vefeeli
ngswhen
they
usecomput ersthanwhent heyarerequi redt odoi tmanual l
y.
5.Lapt ops, palmt ops,smar tphonesandot herpor tabl edev i
cesi nvol
vedi nexecut i
on
oftasksmot i
vateempl oyeest owor klongerandhar derwi thanincreasedpr i
dein
thei
rwor k.
6.RegularuseofI CT acr osst hewor kplacecani ncr easeempl oyeeconf idenceand
mot
ivati
oni nwor king.