The forces that lie beneath motivation can be biological, social, emotional or cognitive in nature. In 1927, a group of researchers led by Elton Mayo and Fritz Roethlisberger were invited to join in the studies at the Hawthorne Works of Western Electric Company, Chicago. The Hawthorne experiment consists of four parts:- Illumination Experiment. Relay Assembly Test Room Experiment. Interviewing Programme. Bank Wiring Test Room Experiment 1. Illumination Experiment: This experiment was conducted to establish relationship between output and illumination. When the intensity of light was increased, the output also increased. The output showed an upward trend even when the illumination was gradually brought down to the normal level. Therefore, it was concluded that there is no consistent relationship between output of workers and illumination in the factory. There must be some other factor which affected productivity 2. Relay Assembly Test Room Experiment: This phase aimed at knowing the impact of illumination. length of the working day, rest hours, and other physical conditions. Small homogeneous work-group of six girls. Friendly to each other and were asked to work in a very informal atmosphere under the supervision of a researcher. Productivity and morale increased. Pre-test conditions were reintroduced and still productivity increased. Socio-psychological factors such as feeling of being important, recognition, attention, participation, cohesive work-group, and non-directive supervision held the key for higher productivity.
3. Mass Interview Programme: Systematic study of the employees attitudes which would reveal the meaning which their working situation has for them. Opinions on work, working conditions and supervision. Initially, a direct approach was used Later the approach was replaced by an indirect technique. The findings confirmed the importance of social factors at work in the total work environment.
4. Bank Wiring Test Room Experiment: Causes of lower output Group of workers(14) under conditions which were as close as possible to normal. After the experiment, the production records of this group were compared with their earlier production records. Group evolved its own production norms for each individual worker, which was made lower than those set by the management defeating the incentive system.
The important features of the Hawthorne Experiment are:- A business organization is basically a social system. It is not just a techno-economic system. The employer can be motivated by psychological and social wants because his behaviour is also influenced by feelings, emotions and attitudes. Thus economic incentives are not the only method to motivate people. Management must learn to develop co-operative attitudes and not rely merely on command. Participation becomes an important instrument in human relations movement. In order to achieve participation, effective two-way communication network is essential Productivity is linked with employee satisfaction in any business organization. Therefore management must take greater interest in employee satisfaction. Group psychology plays an important role in any business organization. We must therefore rely more on informal group effort. The neo-classical theory emphasizes that man is a living machine and he is far more important than the inanimate machine. Hence, the key to higher productivity lies in employee morale. High morale results in higher output.
The Hawthorne Experiments are mainly criticised on the following grounds :- Lacks Validity : The Hawthorne experiments were conducted under controlled situations.
More Importance to Human Aspects : The Hawthorne experiments gives too much importance to human aspects. Human aspects alone cannot improve production. Production also depends on technological and other factors.
More Emphasis on Group Decision- making: In real situation, individual decision- making cannot be totally neglected especially when quick decisions are required and there is no time to consult others. Over Importance to Freedom of Workers : It does not give importance to the constructive role of the supervisors. In reality too much of freedom to the workers can lower down their performance or productivity.
The basis of Maslow's theory is that human beings are motivated by unsatisfied needs, and that certain lower needs need to be satisfied before higher needs can be satisfied. According to Maslow, there are general types of needs (physiological, safety, love, and esteem) that must be satisfied before a person can act unselfishly. He called these needs "deficiency needs." As long as we are motivated to satisfy these cravings, we are moving towards growth, toward self- actualization. Satisfying needs is healthy, while preventing gratification makes us sick or act evilly.
The human motivation listed by Maslow in the following order:
1. Self-Actualization 2. Esteem Needs 3. Social Needs 4. Safety Needs 5. Physiological Needs Physiological needs are those required to sustain life, such as: Air Water Food Sleep
Once physiological needs are met, one's attention turns to safety and security in order to be free from the threat of physical and emotional harm. Such needs might be fulfilled by: Living in a safe area Medical insurance Job security Financial reserves
Once a person has met the lower level physiological and safety needs, higher level needs awaken. The first level of higher level needs are social needs. Social needs are those related to interaction with others and may include: Friendship Belonging to a group
Once a person feels a sense of "belonging", the need to feel important arises. Esteem needs may be classified as internal or external. Internal esteem needs are those related to self- esteem such as self respect and achievement. External esteem needs are those such as social status and recognition. Some esteem needs are: Self-respect Achievement Attention Recognition Reputation
Self-actualization is the summit of Maslow's hierarchy of needs. It is the quest of reaching one's full potential as a person. Self-actualized people tend to have needs such as: Truth Justice Wisdom Meaning
In 1960, Douglas McGregor formulated Theory X and Theory Y suggesting two different views of individuals (employees): one of which is negative, called as Theory X and the other is positive, so called as Theory Y. According to McGregor, the perception of managers on the nature of individuals is based on various assumptions. An average employee intrinsically does not like work and tries to escape it. He must be persuaded, compelled, or warned with punishment so as to achieve organizational goals. A close supervision is required on part of managers. The managers adopt a more dictatorial style.
Many employees rank job security on top, and they have little or no aspiration/ ambition. Employees generally dislike responsibilities. Employees resist change. An average employee needs formal direction.
Employees can perceive their job as relaxing and normal. They exercise their physical and mental efforts in an inherent manner in their jobs. Employees may not require only threat, external control and coercion to work, but they can use self-direction and self-control if they are dedicated and sincere to achieve the organizational objectives.
If the job is rewarding and satisfying, then it will result in employees loyalty and commitment to organization. An average employee can learn to admit and recognize the responsibility. The employees have skills and capabilities and can be utilized to solve organizational problems.
Thus, we can say that Theory X presents a pessimistic view of employees, while Theory Y presents an optimistic view of the employees. McGregor views Theory Y to be more valid and reasonable than Theory X. Thus, he encouraged cordial team relations, responsible and stimulating jobs, and participation of all in decision-making process.
Quite a few organizations use Theory X today. Theory X encourages use of tight control and supervision. Thus, it does not encourage innovation. Theory Y implies that the managers should create and encourage a work environment which provides opportunities to employees to take initiative and self-direction. Encourages decentralization of authority, teamwork and participative decision making in an organization. In 1959, Frederick Herzberg, a behavioural scientist proposed a two-factor theory or the motivator-hygiene theory. According to Herzberg, there are some job factors that result in satisfaction while there are other job factors that prevent dissatisfaction. According to Herzberg, the opposite of Satisfaction is No satisfaction and the opposite of Dissatisfaction is No Dissatisfaction.
Hygiene factors- Hygiene factors are those job factors which are essential for existence of motivation at workplace. These do not lead to positive satisfaction for long-term. But if these factors are absent, then they lead to dissatisfaction. Hygiene factors are also called as maintenance factors as they are required to avoid dissatisfaction.
Pay - The pay or salary structure should be appropriate and reasonable. It must be equal and competitive to those in the same industry in the same domain. Company Policies and administrative policies - The company policies should not be too rigid. They should be fair and clear. It should include flexible working hours, dress code, breaks, vacation, etc. Fringe benefits - The employees should be offered health care plans (mediclaim), benefits for the family members, employee help programmes, etc. Physical Working conditions - The working conditions should be safe, clean and hygienic. The work equipments should be updated and well-maintained. Status - The employees status within the organization should be familiar and retained. Interpersonal relations - The relationship of the employees with his peers, superiors and subordinates should be appropriate and acceptable. There should be no conflict or humiliation element present. Job Security - The organization must provide job security to the employees Motivational factors: The motivational factors yield positive satisfaction. These factors motivate the employees for a superior performance. These factors are called satisfiers. Employees find these factors intrinsically rewarding. The motivators symbolized the psychological needs that were perceived as an additional benefit. Recognition - The employees should be praised and recognized for their accomplishments by the managers. Sense of achievement - The employees must have a sense of achievement. This depends on the job. There must be a fruit of some sort in the job. Growth and promotional opportunities - There must be growth and advancement opportunities in an organization to motivate the employees to perform well.
Responsibility - The employees must hold themselves responsible for the work. The managers should give them ownership of the work. They should minimize control but retain accountability. Meaningfulness of the work - The work itself should be meaningful, interesting and challenging for the employee to perform and to get motivated.
Overlooks situational variables. Herzberg assumed a correlation between satisfaction and productivity. But the research conducted by Herzberg stressed upon satisfaction and ignored productivity. No comprehensive measure of satisfaction was used. An employee may find his job acceptable despite the fact that he may hate/object part of his job. The two factor theory is not free from bias as it is based on the natural reaction of employees . They will blame dissatisfaction on the external factors such as salary structure, company policies and peer relationship. Also, the employees will give credit to themselves for the satisfaction factor at work. The theory ignores blue-collar workers. The Two-Factor theory implies that the managers must stress upon guaranteeing the adequacy of the hygiene factors to avoid employee dissatisfaction. Also, the managers must make sure that the work is stimulating and rewarding. This theory emphasize upon job-enrichment so as to motivate the employees. The job must utilize the employees skills and competencies to the maximum. Given by Chris Argyris Proposed that the degree of development of an individuals personality can be explained in seven dimensions Argyris felt that, as people matured, they desired independence, more variety in their activities, and more control over their own actions. To give them these things would motivate them. To treat them as immature and ignore these factors would demotivate them. Immaturity characteristics Maturity characteristics Passivity Dependence Few ways of behaving
Shallow interests Short-time perspective Subordinate position Lack of self awareness Activity Independence Diverse ways of behaving Deep interests Long time perspective Superordinate position Self awareness and control
The personalities of employees in an organization are generally at the mature end of the continuum. However, organizations fail to recognize this maturity and treat employees as if they are immature. This leads to conflict. The extent that individuals and groups perceive their own goals as being satisfied by the accomplishment of organizational goals is the degree of integration of goals. When organizational goals are shared by all, the term goal congruence can be used. To illustrate this concept, we can divide an organization into two groups, management and subordinates The respective goals of these two groups and the resultant attainment of the goals of the organization to which they belong can be illustrated with the help of a daigram
In 1960s, Edwin Locke put forward the Goal- setting theory of motivation It states that specific and challenging goals along with appropriate feedback contribute to higher and better task performance. In simple words, goals indicate and give direction to an employee about what needs to be done and how much efforts are required to be put in. They provide a useful framework for managing motivation since employees can set their own goals.
Goals are an effective control device; control is the monitoring by management of how well the organization is performing.
Clear, particular and difficult goals are greater motivating factors than easy, general and vague goals. Specific and clear goals lead to greater output and better performance. Goals should be realistic and challenging. Better and appropriate feedback of results directs the employee behaviour Participation of setting goal, however, makes goal more acceptable and leads to more involvement.
Goal setting theory is a technique used to raise incentives for employees to complete work quickly and effectively.
Goal setting leads to better performance by increasing motivation and efforts, but also through increasing and improving the feedback quality.
At times, the organizational goals are in conflict with the managerial goals. Difficult and complex goals stimulate riskier behaviour. If the employee lacks skills and competencies to perform actions essential for goal, then the goal-setting can fail and lead to undermining of performance. There is no evidence to prove that goal- setting improves job satisfaction.