This document provides an overview of several key motivation theories: - McGregor's Theory X and Theory Y describe different views of workforce motivation, with Theory Y workers being more productive when given responsibility and involvement. - Taylor advocated scientific management and payment for work done but believed workers needed close supervision. - Mayo found workers were more motivated by positive attention, communication, involvement in decisions, and working in groups. - Herzberg identified hygiene factors like pay and working conditions that prevent dissatisfaction, and motivators like achievement and responsibility that encourage motivation. - Maslow's hierarchy of needs proposes that workers must satisfy lower level needs before pursuing higher level growth and self-actualization needs.

1. MOTIVATION THEORY

2. Motivation theory
WHAT IS MOTIVATION?
• The process of stimulating workers to the act of work.
• or
• Motivation is defined as the process that initiates, guides, and
maintains goal-oriented behaviours
•

3. Motivation theory
WHAT DOES THE EXAMINER
EXPECT?
• Although specific theories of motivation will not be examined, the
candidates should have a good understanding of these theories to
support their arguments to consider the influences on motivation.

4. Motivation theory
MOTIVATIONAL THEORISTS?
• There are some key theories that need to be considered:
• McGregor’s theory X and theory Y
• Taylor and scientific management
• Mayo and the human relations approach
• Herzberg’s two factor theory
• Maslow and the hierarchy of needs
•

5. Motivation theory
MCGREGOR’S THEORY X AND
THEORY Y (1)
• Theory X and theory Y are theories of motivation
created by Douglas McGregor in the 1960’s. They
describe two different management viewpoints of the
workforce and how it impacts motivation.

6. Motivation theory
MCGREGOR’S THEORY X AND
THEORY Y (2)
• Theory X managers believe employees:
•need to be controlled
•don’t like work
•need to be pushed to be more productive
•need incentive schemes
•have to be directed to do things they don’t enjoy

7. Motivation theory
MCGREGOR’S THEORY X AND
THEORY Y (3)
• Theory Y managers believe employees:
• want to be involved
• can think for themselves and make decisions
• share ownership of tasks
• will find work more rewarding if given responsibility
and a variety of tasks
• have good ideas
• can engage in some form of self-management

8. Motivation theory
MCGREGOR’S THEORY X AND
THEORY Y (4)
☹ Theory X workers tend to be unhappy in the
workplace.
☺ Theory Y workers are more productive and motivated.

9. Motivation theory
TAYLOR AND SCIENTIFIC
MANAGEMENT
• Taylor thought that workers were motivated by money. He
advocated a ‘fair day’s pay for a fair day’s work’. However, he believed
workers would do the minimum amount of work if left to their own
devices.
• Taylor did time and motion studies in a pin factory using a
stopwatch. He favoured division of labour and breaking work down
into small tasks. This enabled scientific management to know how
efficiently workers were carrying out tasks.

10. Motivation theory
MAYO AND HUMAN RELATIONS
• Elton Mayo found that people achieved more when they got positive
attention. His studies on human relations found two key areas that
motivated workers:
1. Good communication and being involved in decision making. Mayo
believed that managers needed to pay attention to each individual
and involve them within the business decisions.
2. Group work is key. Mayo thought that workers should socialise
together and he encouraged group activities and company social
events. If workers feel part of the business they should perform
better.

11. Motivation theory
HERZBERG’S TWO FACTOR
THEORY
• In the 1960s Frederick Herzberg interviewed
accountants and engineers to find out what motivated
and satisfied them at work. He identified two groups of
factors that influenced the motivation of workers.

12. Motivation theory
HERZBERG: HYGIENE FACTORS
• These don’t motivate as such, but if they are not good, workers will
be unhappy:
• company policy
• working conditions
• pay
• supervision
• good relations with other workers
• For example, a worker expects good working conditions. If they are
in place they do not motivate but if they are poor then dissatisfaction
occurs.

13. Motivation theory
HERZBERG: MOTIVATORS
• These factors do motivate, but only if the hygiene factors are in place:
• interesting work
• achievement
• recognition
• personal development and promotion
• more responsibility (empowerment, see next slide)
•

14. Motivation theory
EMPOWERING EMPLOYEES
• Empowerment means giving employees the means by which they
can exercise power over their working lives. It can be achieved
through informal systems or through the more formal system of
autonomous work groups. It involves:
• recognising that workers are capable of doing more
• making workers feel trusted and confident to carry out jobs and
make decisions without supervision
• recognising workers’ achievements
• creating an environment where workers wish to contribute and be
involved

15. Motivation theory
MASLOW’S HIERARCHY OF
NEEDS (1)
• Maslow stated that workers have unsatisfied needs that
must be met in order to motivate them.

16. Motivation theory
MASLOW’S HIERARCHY OF
NEEDS (2)
• Maslow said that people
• start by meeting the needs
• at the bottom of the
• pyramid. Once they have
• sorted out those needs,
• they can move on to the
• needs of the next level up.
•

17. Motivation theory
MASLOW’S HIERARCHY OF
NEEDS (3)
• Physiological needs: basic life needs (air, food, shelter etc.)
• Safety needs: protection, security, order, law, limits, stability.
• Social needs: family, love, relationships, work group, affection.
• Esteem needs: achievement, status, responsibility, reputation.
• Self-actualisation: personal growth and fulfilment.

18. Motivation theory
THANK YOU
By Ishpreet singh
2220994769