9.1 Early Theories of Motivation
4 min read•june 18, 2024
Early theories of laid the groundwork for understanding workplace productivity. From 's to intrinsic vs , these concepts shaped how we view employee engagement and performance.
The involves identifying needs, setting goals, and taking action. By understanding these steps and applying various motivation theories, managers can create environments that foster employee satisfaction and drive organizational success.
Early Theories of Motivation
Principles of scientific management
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- Developed by in the early 20th century aimed to improve efficiency and productivity in the workplace
- Break down work into small, specialized tasks allows for easier training and mastery ()
- Select and train workers for specific tasks based on their skills and abilities ensures optimal performance ()
- Provide clear instructions and supervision to ensure tasks are performed correctly reduces errors and inconsistencies
- Use incentives, such as , to motivate workers by rewarding productivity (bonuses for exceeding quotas)
- Separate planning and management from actual work execution enables specialized focus on each aspect (managers plan, workers execute)
- Analyze work processes to identify the most efficient methods through (stopwatch studies)
- Eliminate unnecessary movements and steps to streamline tasks boosting productivity (removing redundant actions)
- Establish best practices for each task as standardized work methods ensures consistency ()
- Train workers to follow these standardized methods consistently maintains quality and efficiency across the workforce
Intrinsic vs extrinsic rewards
- come from within the individual derived from the satisfaction and enjoyment of the work itself
- Sense of accomplishment from completing a challenging project boosts self-esteem and motivation
- Personal growth through acquiring new skills and knowledge fuels ongoing engagement
- Autonomy in decision-making and problem-solving empowers employees and enhances job satisfaction
- Extrinsic rewards come from external sources as tangible or intangible incentives provided by the organization or management
- Salary compensates employees for their time and effort (base pay, overtime)
- Bonuses reward exceptional performance or achievement of specific goals (sales commissions, project completion bonuses)
- Promotions recognize growth and increased responsibility with higher status and pay
- Recognition acknowledges employee contributions through praise, awards, or public acknowledgment (employee of the month)
- Benefits provide additional value beyond salary (health insurance, retirement plans, paid time off)
- Intrinsic rewards are self-generated, while extrinsic rewards come from others outside the individual
- Intrinsic rewards are more long-lasting and self-sustaining, while extrinsic rewards may lose their motivational power over time
- Intrinsic rewards foster internal drive and passion, while extrinsic rewards focus on external factors and can lead to compliance rather than engagement
Steps in motivation process
- Identifying needs
- Recognize the presence of unsatisfied needs or desires which can be physiological, psychological, or social in nature (hunger, belonging, self-esteem)
- Awareness of a discrepancy between the current and desired state creates motivation to act
- Establishing goals
- Set specific, measurable, achievable, relevant, and time-bound (SMART) goals that align with identified needs and provide direction for behavior
- Clear objectives enable focused effort and progress tracking (increase sales by 10% within the next quarter)
- Selecting behaviors
- Choose actions or strategies that are likely to lead to goal attainment considering skills, resources, and constraints
- Develop a plan of action outlining the necessary steps and timeline (attend sales training, increase prospecting, improve presentation skills)
- Performing behaviors
- Execute the chosen actions or strategies putting in the necessary effort and persistence to make progress toward goals
- Consistently work on the plan, adjusting as needed based on feedback and results (make daily sales calls, refine pitch based on customer responses)
- Evaluating performance
- Assess progress and effectiveness of behaviors in relation to goals seeking feedback from self and others
- Regularly review metrics and milestones to gauge performance (weekly sales reports, manager check-ins)
- Receiving rewards
- Obtain intrinsic or extrinsic rewards as a result of successful goal attainment satisfying the initial needs (sense of achievement, sales bonus)
- Celebrate successes and recognize the link between effort and outcomes
- Reassessing needs
- Determine if the original needs have been fully satisfied and identify new or unmet needs that may arise after achieving rewards
- Adjust goals and repeat the motivation process with updated priorities (pursue a promotion, develop new skills)
Additional Motivation Theories
- Maslow's proposes that human motivation is based on fulfilling needs in a specific order, from basic physiological needs to self-actualization
- Herzberg's distinguishes between hygiene factors that prevent dissatisfaction and motivators that drive satisfaction and motivation
- McGregor's present contrasting views of employee motivation, with Theory X assuming employees dislike work and control, while Theory Y assumes employees are self-motivated and seek responsibility
- Vroom's suggests that motivation depends on the perceived link between effort, performance, and desired outcomes
- Adams' posits that employees are motivated when they perceive fairness in the ratio of their inputs to outcomes compared to others
Key Terms to Review (22)
Aptitude Tests: Aptitude tests are a type of assessment tool used to measure an individual's potential for success in a particular field or job. These tests aim to evaluate a person's natural abilities, skills, and cognitive capabilities, providing employers with insights into their suitability for a specific role or task.
Assembly Line: An assembly line is a manufacturing process in which parts are added to a product in a sequential manner to create an end result. It is a key concept in mass production, allowing for efficient and standardized manufacturing of goods.
Bethlehem Steel: Bethlehem Steel was once the second-largest steel producer in the United States, known for its significant contributions to industrial growth and infrastructure development. It played a pivotal role in building national landmarks and contributing to the military during World Wars, which illustrates principles of motivation through achievement and recognition.
Equity theory: Equity theory is a concept in organizational psychology that suggests employee motivation is influenced by their perception of fairness in the workplace, especially in how rewards and burdens are distributed. It posits that individuals assess their job inputs and outcomes relative to those of others and then adjust their effort accordingly.
Equity Theory: Equity theory is a motivation theory that focuses on individuals' perceptions of the fairness of their work outcomes and inputs compared to others. It suggests that people are motivated to maintain a sense of fairness and balance in their relationships and work environments.
Expectancy Theory: Expectancy theory is a psychological theory that posits that individuals are motivated to act in a certain way based on their expectations of the outcomes of those actions. It suggests that people evaluate the likelihood of achieving desired results, which influences their motivation and behavior. The theory emphasizes the relationship between effort, performance, and the anticipated rewards, making it a crucial concept in understanding motivation in various contexts.
Extrinsic Rewards: Extrinsic rewards are external incentives or benefits that motivate individuals to perform a task or behavior. These rewards are separate from the inherent satisfaction or enjoyment derived from the activity itself and are typically administered by an external source, such as an employer, teacher, or authority figure.
Frederick Taylor: Frederick Taylor was a pioneering figure in the field of scientific management, who developed principles and techniques aimed at improving industrial efficiency and productivity. His work had a significant impact on the early theories of motivation and organizational management.
Hierarchy of Needs: The hierarchy of needs is a motivational theory developed by psychologist Abraham Maslow, which suggests that people are motivated by five basic categories of needs: physiological, safety, love/belonging, esteem, and self-actualization. These needs are arranged in a hierarchy, with the most basic needs at the bottom and the higher-level needs at the top.
Intrinsic Rewards: Intrinsic rewards refer to the internal satisfaction and personal fulfillment a person experiences when completing a task or achieving a goal. These rewards arise from within and can include feelings of accomplishment, joy, and pride that come from doing something meaningful or enjoyable, rather than from external factors like money or recognition. Understanding intrinsic rewards is essential as they are linked to motivation and engagement in various activities.
Motivation: Motivation is the internal drive that compels individuals to act towards achieving their goals. In the context of business, it specifically refers to how managers can inspire employees to perform at their best and contribute to organizational objectives.
Motivation process: The motivation process refers to the internal and external factors that stimulate desire and energy in individuals to be continually interested and committed to achieving a goal. It encompasses how needs and drives lead to behavior aimed at fulfilling those needs, guiding how people act in various situations. Understanding this process is essential for examining early theories of motivation, as these theories lay the groundwork for identifying what influences motivation in the workplace and personal life.
Need: In the context of motivating employees, a need is an internal state that makes certain outcomes appear attractive, driving individuals to act in a way that fulfills this condition. Needs are fundamental for understanding employee motivation and guide behavior towards achieving personal and organizational goals.
Piece-Rate Pay: Piece-rate pay is a compensation system where employees are paid based on the number of units they produce or the amount of work they complete, rather than being paid a fixed hourly or salary-based wage. This method of compensation is commonly used in manufacturing, assembly line, and other production-oriented jobs.
Scientific management: Scientific management is a theory of management that analyzes and synthesizes workflows, aiming to improve economic efficiency, especially labor productivity. It involves systematic study of work methods and worker movements to increase efficiency.
SMART Goals: SMART goals are a framework for setting effective and achievable goals. The acronym stands for Specific, Measurable, Achievable, Relevant, and Time-bound. This goal-setting approach is widely used in performance planning and evaluation, as well as in various motivational theories.
Standard Operating Procedures: Standard operating procedures (SOPs) are detailed, written instructions that outline the steps to be taken and the methods to be used for the completion of a specific task or activity within an organization. They provide a standardized approach to ensure consistency, efficiency, and quality in the execution of various organizational processes.
Taylor: Taylorism, also known as Scientific Management, is a theory of management that analyzes and synthesizes workflows, aiming to improve economic efficiency and labor productivity. It advocates for the scientific study of tasks and the workers best suited to them to optimize work processes.
Theory X and Theory Y: Theory X and Theory Y are two contrasting theories of human motivation and management developed by Douglas McGregor in the 1960s. Theory X assumes that employees are inherently lazy, dislike work, and must be closely supervised and controlled to perform well, while Theory Y posits that employees are self-motivated, enjoy their work, and seek fulfillment through their job. These theories highlight different managerial approaches and beliefs about employee motivation.
Time and Motion Studies: Time and motion studies are a systematic approach to analyzing and improving the efficiency of work processes by closely examining the time and physical movements required to complete a task. This technique was developed to optimize productivity and reduce waste in industrial and manufacturing settings.
Two-factor theory: Two-factor theory, proposed by Frederick Herzberg, suggests that job satisfaction and dissatisfaction arise from two distinct sets of factors. The theory categorizes these factors into motivators, which contribute to job satisfaction, and hygiene factors, which can cause dissatisfaction if not addressed. Understanding this distinction helps in effectively managing employee motivation and improving workplace environments.
Want: In the context of motivating employees, a want is an internal desire or need that drives an individual to take action to satisfy it. This can pertain to both physical and psychological needs within a workplace setting, influencing their motivation and performance.