MOTIVATION

Motivation is the willingness and ability to exert high level

of efforts towards organisational goals. It is the reason why
people work hard
MOVEMENT v/s MOTIVATION
Doing something because you have been asked to v/s
doing something because you want to
THEMES OF MOTIVATION
1. Scientific Management (Taylor)
Theorist of the labour process
Goal: controlling motion of workers to maximise
output
Obsessive compulsive: maximum efficiency
A fairs days work
Scientific management: permanent raising of
wages
Compensated by the increased size of output
Ratio time: effort- Time and motion study
Sole motivator: money
Less and less skilled since work was repetitive
Differential piece rate
People were treated like machines
People work for personal gain.
If they are paid more they will work more effectively.
Break down workers job into simple processes and
calculate how much output they should produce in
one day.
If they achieve the target they will be given more
money.
2. Theory of human needs (Maslow)

3. Two factor theory/ Motivation- hygiene theory

(Herzberg)
THEORY OF HUMAN
NEEDS (Maslow)
According to Maslow,
human beings
experience needs which
can be classified into 5
levels.

SATISFACTION
PROGRESSION
PRINCIPLE
As one level of needs is
satisfied, it no longer motivates and the individual starts
experiencing another level which he would want to satisfy.
Physiological needs
Basic needs
experienced by
human beings

Safety needs
Need to be secure
from physical and
moral harm

Provide a decent pay to allow

the worker to cope with the
cost of living
Provide adequate breaks: lunch
and rest
Provide decent working
conditions
Provide long term job contract
(Job security)
Provide safety tools and
equipment e.g gloves, helmet,

Social needs
Need for
belongingness

Self-esteem needs
Need to be
respected and have
a status and
recognised at work
Self-actualisation
needs
Need to give ones
best/ highest
potential

boots
Provide training to enable
workers use machinery in a
safe way
Conduct regular health and
safety inspections
Team building activities
Group work
After work activities e.g
football
Sports day and other similar
activities
End of year parties, outings
Promotion
Allow workers to have a say in
business decisions
Awards e.g employee of the
month
Use of praise
Eliminate boring and repetitive
tasks
Provide challenging and
creative tasks to help the
worker delivery skills

THE HERZBERG
Herzberg studied
feel good or

TWO FACTOR THEORY

the factors which made workers
bad about their work.
MOTIVATORS:

Factors
lead to

having the power to

the growth of an
individual. These
factors can lead to
JOB
SATISFACTION

HYGIENE FACTORS:
Factors which when absent from work lead to extreme job
dissatisfaction. However, their presence and improvement
do NOT need to Job satisfaction. They will only remove
dissatisfaction, that is, lead to NO JOB DISSATISFACTION.
MOTIVATORS
Work itself
Recognition
Achievement
Responsibility
Career advancement

HIYGIENE FACTORS
Pay
Job security
Working conditions
Relationship with peers
Relationship with superiors
Company policies
supervision

FINANCIAL AND NON-FINANCIAL MOTIVATORS

Monetary rewards used to motivate employees
1. Pay

Wages: Piece-rate or Time-rate

Payment to workers on a weekly basis depending on
either the amount of output produced or number of
working hours. Wage= VC
Piece-rate: System where the employee is paid
according to the level of output produced. There is a
direct relationship between pay and output
produced.
Example: one unit of output = Rs.2
Workers output: 10. Pay= (10 * Rs2) = Rs.20
Differential Piece rate: A system of pay where piecerate is applied at a normal scale up to a certain
threshold and any additional output beyond that
amount would each earn payment per unit
1 unit of output= Rs.2.
I worker exceeds 100 units per day, any additional
unit would earn Rs.4, and therefore if the worker
produced 110 units, the pay would be: (100*Rs2) +
(10*Rs4) = 200 + 40 = Rs240
Time-rate: Pay is directly related to number of hours
worked
Salary: A sum of money divided for one year split
into money equal payments and paid to the
employee at the end of each month.
2. Commission
A system of pay usually considered by businesses
engaged in sales, where the salesman is paid a

percentage of the value of sales revenue made from

the sale of output.
3. Bonus
A lump sum paid to employees for good
performance. It can be paid at the end of the year or
at different intervals.
Example: Productivity Bonus; Attendance bonus
(Used in Mauritian textile factories)
4. Profit Sharing
Employees receive a share of profit out of the profit
of the business. The remaining is then distributed as
dividends to shareholders or kept as retained profits.
5. Performance Related Pay (PRP)
Pay depends on the effectiveness of workers (How
has the employee performed?) Better performance is
likely to lead to better pay. Used by business where
output cannot be easily measured.
-

Appraisal
A formal and structured way of assessing the
effectiveness of staff in relation to their job
description. Methods used include observation,
questionnaire, interview, feedback forms or
supervisors.

6. Share Ownership
Giving some shares to employees who have
performed well. As such, employees would not put
efforts since they might be the owner of shares
because of good performance and receive dividends.
Non- MONETARY rewards

1. Job Rotation
Swapping round and doing tasks for a limited
amount of time and changing round again to
eliminate boredom.
2. Job Enlargement
Adding tasks to a similar level to the job description
of a worker in order to provide variety. It should not
be of a higher level of responsibility.
3. Job Enrichment
Provides additional tasks of a higher level of
responsibility to workers. This will provide them with
the opportunity to make use of their abilities to
develop skills.
4. Fringe Benefit/ Perk
Non monetary ways of motivating staff. It might
depend on the formal position of the worker.
Examples: company car, free accommodation,
discount of companys product, free trips abroad,
childrens education paid for, medical expenses
(insurance)
5.
6.
7.
8.

Group work
Delegation- passing down of authority
Empowerment- decision-making power
Training

JOB SATISFACTION
feel good factor: pleasure/enjoyment derived from
having done a work

LEADERSHIP
This is about taking people to a place they cannot go on
their own, by motivating, inspiring and guiding them.
Leadership Styles:
1. Autocratic
The leader does not involve employees in
decision making.
[Centralisation of decision]
One way communication
Workers have to follow instructions as given by
the leader
2. Democratic
Workers are allowed to participate in decisionmaking
Decentralisation of decision
Two way communication
The leader will not be reluctant to delegate
3. Laissez faire
Workers are allowed to work as they want with
minimum intervention from the leader
Hands-off approach
The leader communicates the objectives to
employees who are then left on their own