9.1 Early Theories of Motivation

Early theories of motivation laid the groundwork for understanding workplace productivity. From Taylor's scientific management to intrinsic vs extrinsic rewards, these concepts shaped how we view employee engagement and performance.

The motivation process 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 Frederick Taylor 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 (assembly line)
• Select and train workers for specific tasks based on their skills and abilities ensures optimal performance (aptitude tests)
• Provide clear instructions and supervision to ensure tasks are performed correctly reduces errors and inconsistencies
• Use incentives, such as piece-rate pay, 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 time and motion studies (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 (standard operating procedures)
• Train workers to follow these standardized methods consistently maintains quality and efficiency across the workforce

Intrinsic vs extrinsic rewards

• Intrinsic 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

1. 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
2. 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)
3. 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)
4. 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)
5. 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)
6. 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
7. 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 hierarchy of needs proposes that human motivation is based on fulfilling needs in a specific order, from basic physiological needs to self-actualization
• Herzberg's two-factor theory distinguishes between hygiene factors that prevent dissatisfaction and motivators that drive satisfaction and motivation
• McGregor's Theory X and Theory Y present contrasting views of employee motivation, with Theory X assuming employees dislike work and need control, while Theory Y assumes employees are self-motivated and seek responsibility
• Vroom's expectancy theory suggests that motivation depends on the perceived link between effort, performance, and desired outcomes
• Adams' equity theory posits that employees are motivated when they perceive fairness in the ratio of their inputs to outcomes compared to others