Employee motivation is something we all want. I think it's safe to say that we would all agree that motivation is a good thing. It is commonly associated with several positive outcomes, including: (1) increased productivity, (2) higher profits, (3) a happier workforce, (4) more cohesive teams, and (5) reduced absenteeism and worker turnover. Fortunately, employee motivation is not a new topic and we can learn from the research, theories, and practices of the past. This presentation focuses on the early development of motivation theory as it relates to the field of management.
16. The Industrial Revolution was characterized by …
• The steam engine
• Urbanization
• Mass Production
16
17. F. W. Taylor noticed certain patterns of inefficiency.
17
18. F. W. Taylor noticed certain patterns of inefficiency.
Conformity to group norms.
18
19. F. W. Taylor noticed certain patterns of inefficiency.
Conformity to group norms.
Patterns from pre-industrial age.
19
20. F. W. Taylor noticed certain patterns of inefficiency.
Conformity to group norms.
Patterns from pre-industrial age.
Zero-sum labor availability.
20
21. F. W. Taylor noticed certain patterns of inefficiency.
Conformity to group norms.
Patterns from pre-industrial age.
Zero-sum labor availability.
No incentive for increased output.
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42. But there were critics
According to some, Scientific Management was …
“the attempt to make human work productive by
eliminating the employees’ responsibility for their own
work and concentrating it in the hands of a science-based
managerial elite.”
Hardy, L. (1990). The fabric of this world: Inquiries into
calling, career choice, & the design of human work.
Grand Rapids: MI: William B. Eerdmans.
42
43. “Small opportunity is now given the workman to
exercise that initiative of which Mr. Taylor talks
so glibly.”
Letter to the American Magazine, 1911, Cited in Dean, C. C.
(1997) Primer of scientific management by Frank B.
Gilbreth: A response to publication of Taylor's principles in
The American Magazine. Journal of Management History
3(1), 31-41.
43
44. Weber Sensed the Need for Something More …
“The fate of our times is characterized by rationalization
and intellectualization and, above all, by the
disenchantment of the world. Precisely the ultimate and
most sublime values have retreated from public life
either into the transcendental realm of mystic life or
into the brotherliness of direct and personal human
relations. It is not accidental that our greatest art is
intimate and not monumental.” –Max Weber
Source: The Columbia World of Quotations, 1996.
44
48. The framework involved a
pyramid (or hierarchy)
of human needs.
Safety (Security)
Physiological
48
49. The framework involved a
pyramid (or hierarchy)
of human needs.
Social (Affiliation)
Safety (Security)
Physiological
49
50. The framework involved a
pyramid (or hierarchy)
of human needs.
Esteem (Recognition)
Social (Affiliation)
Safety (Security)
Physiological
50
51. The framework involved a
pyramid (or hierarchy)
of human needs. Self-Actualization
Esteem (Recognition)
Social (Affiliation)
Safety (Security)
Physiological
51
52. Other researchers began to focus on the
emotional or “softer” side of
organizational behavior.
52
63. Lillian Gilbreth discovered …
That wages are not the only motivators.
The importance of affirmation.
The importance of communication.
63
64. Lillian Gilbreth discovered …
That wages are not the only motivators.
The importance of affirmation.
The importance of communication.
The value of training in “emotion work.”
Graham, L. (2000) Lilian Gilbreth & the mental revolution at Macy's, 1925-1928. Journal of
Management History 6(7), 285-305.
64
65. Douglass McGregor brought a new
dimension to the study of worker
motivation . . .
McGregor, D. (1960). The human side of enterprise. New York, NY: McGraw-Hill.
65
66. Douglass McGregor brought a new
dimension to the study of worker
motivation . . .
the manager's perspective
on the nature of people.
McGregor, D. (1960). The human side of enterprise. New York, NY: McGraw-Hill.
66
70. According to McGregor, theory X managers see
people as …
• Lazy
• Irresponsible
• Lacking in ambition
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71. According to McGregor, theory X managers see
people as …
• Lazy
• Irresponsible
• Lacking in ambition
• Needing someone to prod
and control them.
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74. Theory Y managers see people as …
• Intrinsically motivated
• Responsible
74
75. Theory Y managers see people as …
• Intrinsically motivated
• Responsible
• Enjoying work
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76. Theory Y managers see people as …
• Intrinsically motivated
• Responsible
• Enjoying work
• Highly productive …
when empowered
76
77. Researchers began to notice that motivation has a
two-dimensional character.
B =f (P, S)
Kurt Lewin
77
78. Researchers began to notice that motivation has a
two-dimensional character.
Individual behavior (B)
is a function of (f) psychological
factors (P) and the work
situation (S)
Kurt Lewin
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79. Rensis Likert discovered that close supervision
often reduces motivation.
Number of First-Line Supervisors Who Use . . .
Close Supervision General Supervision
High-Producing Sections 1 9
8 4
Low-Producing Sections
Hersey, P., Blanchard, K. H. & Johnson, D. E. (1996). Management of organizational behavior (7th ed.). Upper Saddle
River, NJ: Prentice Hall, p. 109.
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82. Management has two fundamental dimensions …
Concern for People
Concern for Productivity
82
83. Management has two fundamental dimensions …
Concern for People
No Relationship
(Indifference)
Concern for Productivity
83
84. Management has two fundamental dimensions …
Concern for People
Command and
No Relationship
Control
(Indifference) Relationship
Concern for Productivity
84
85. Management has two fundamental dimensions …
Concern for People Paternalistic
Relationship
Command and
No Relationship
Control
(Indifference) Relationship
Concern for Productivity
85
86. Management has two fundamental dimensions …
Concern for People Paternalistic Empowering
Relationship Relationship
Command and
No Relationship
Control
(Indifference) Relationship
Concern for Productivity
86
87. So, what are the motivational
issues of the future?
87