5. Motivation is always a good thing
Increased productivity
Higher profits
A happier workforce
5
6. Motivation is always a good thing
Increased productivity
Higher profits
A happier workforce
More cohesive teams
6
7. Motivation is always a good thing
Increased productivity
Higher profits
A happier workforce
More cohesive teams
Reduced absenteeism
7
8. First, let’s give a brief historical sketch
of factors that have influenced the study
of workplace motivation.
8
9. Agrarian societies are characterized by …
• Stability
• Family-run operations
• Simple tools
9
10. The Industrial Revolution was characterized by …
• The steam engine
• Urbanization
• Mass Production
10
11. F. W. Taylor noticed certain patterns of inefficiency.
Conformity to group norms.
11
12. F. W. Taylor noticed certain patterns of inefficiency.
Conformity to group norms.
Patterns from pre-industrial age.
12
13. F. W. Taylor noticed certain patterns of inefficiency.
Conformity to group norms.
Patterns from pre-industrial age.
Zero-sum labor availability.
13
14. 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.
14
31. The 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.
31
32. The Critics
“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.
32
33. 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.
33
36. The framework involved
a pyramid (or hierarchy)
of human needs.
Safety (Security)
Physiological
36
37. The framework involved
a pyramid (or hierarchy)
of human needs.
Social (Affiliation)
Safety (Security)
Physiological
37
38. The framework involved
a pyramid (or hierarchy)
of human needs.
Esteem (Recognition)
Social (Affiliation)
Safety (Security)
Physiological
38
39. The framework involved
a pyramid (or hierarchy)
of human needs.
Self-Actualization
Esteem (Recognition)
Social (Affiliation)
Safety (Security)
Physiological
39
40. Other researchers began to focus on the
emotional or “softer” side of
organizational behavior.
40
41. Mary Parker Follett
Saw the importance of relationships.
Advocated employee participation.
Recommended power sharing.
41
42. Elton Mayo …
Studied workplace environment.
Discovered the relationship factor.
42
43. 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.
43
44. 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.
44
45. Theory X Sees People as …
• Lazy
• Irresponsible
• Lacking in ambition
• Needing someone to prod
and control them.
45
46. Theory Y Sees People as …
• Intrinsically motivated
• Responsible
• Enjoying work
• Highly productive …
when empowered
46
47. Researchers began to notice that motivation has a
two-dimensional character.
B =f (P, S)
Kurt Lewin
47
48. 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
48
49. 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.
49
53. Two-Dimensional Management
Concern for People
No Relationship
(Indifference)
Concern for Productivity
53
54. Two-Dimensional Management
Concern for People
Command and
No Relationship
Control
(Indifference) Relationship
Concern for Productivity
54
55. Two-Dimensional Management
Concern for People Paternalistic
Relationship
Command and
No Relationship
Control
(Indifference) Relationship
Concern for Productivity
55
56. Two-Dimensional Management
Concern for People Paternalistic Empowering
Relationship Relationship
Command and
No Relationship
Control
(Indifference) Relationship
Concern for Productivity
56
57. So, what are the motivational
issues of the future?
57
