Business Management : Motivation Theories Analysis Paper

1. Compare and contrast Coach K and Coach Knight. How are they different? How are they similar?

A motivated employee works hard and effectively because of the satisfactory feeling of fulfillment. In business management, motivation is an important research field. Over the years, there have been many motivation theories developed. One of the most famous theories is on the basis of Abraham Maslow's hierarchy of needs. Maslow (1954) argued that individuals have a hierarchy of needs, and true motivation is achieved by fulfilling higher level of needs. Emphasized by various motivation theories, income (money) has been an essential factor which can affect motivation. Someone who has low income jobs tends to have low motivation. Consequently, low motivation will result in low effectiveness

It is often said that a chain is only as strong as it’s weakest link. The health and productivity of a company determined by each individual’s ability to overcome his or her weaknesses, and management’s capacity for nurturing the best characteristics in people. In other words, it’s a two way street. What comprises a weakness or strength in a professional environment is its power to weigh down or boost the company’s ability to reach their goal. A personality is the collective and prevalent characteristic that navigates a person’s actions.

Motivation is the force that makes us do things, whether accomplishing personal goals or completing tasks at work. Most people are motivated as a result of their individual needs being satisfied, which gives them the inspiration to perform specific behaviors for which they receive rewards (Kinicki & Williams, 2011). These needs vary from person to person, as everybody has specific needs to be satisfied. When we consider factors that determine the motivation of employees, many of us think of a high salary. This answer is correct for the reason that some employees will be motivated by money, but mostly wrong for the reason that it does not satisfy other needs to a lasting degree (Bizhelp24, 2010). This supports the idea that human

In terms of being a motivator, pay has many advantages, one being effectiveness because everyone could use more money to a certain extent, “according to Alison Griffiths, journalist of Metro Canada, a survey showed that 53 percent of Baby Boomers in Canada wanted to earn more money while 32 percent of them did plan to open their own business after retirement to earn more money too” (Griffiths, 2012). Taylor’s scientific management motivation theory also finds that employees are mainly motivated by pay. The theory claimed that: 1. Workers do not naturally enjoy work and should be set a series of small tasks. 2. Workers should be given all tools needed to work as productively as possible. 3. Workers get paid on a piece rate, so they’re encouraged to maximise productivity. On the other hand, this theory did have some faults, the main fault is that the workers in question would soon get bored by doing the same repetitive tasks, this could lead to industrial action due to worker

Motivational Theories are important to management today because employers and managers need to know what drives the employees to perform at their best, and why. As Hersey explains, “If we are to understand, predict, and influence behavior, we must know what our employees really want from their jobs. Only then can we appeal to their strongest motivations and increase the probability of meeting both professional and organizational goals”

He believed that these employees were easily replaceable for less pay. These kinds of procedures and ideas created an environment that was ripe for alienation. In an attempt to satisfy workers, “In return for a workers lost dignity, freedom, power and skill, Taylor promised higher pay” (Hoopes 48). Taylor also created the “differential piece rate” (Hoopes 38) which would further alienate workers from each other, claiming it improved production. Overall, Taylor’s theory of scientific management created a good environment for business owners but it only fueled alienation between the workers and the workers and society.

Both of these can be seen at such content by Maslow (1943). In regards to pay which is extrinsic, plus linked to Taylorism. Taylor based his views on motivation on the conjecture of homo economics by believing people are just motivated by pay and economic alone, he based this on his principles were he used a scientific method to study work and determine the most efficient way to perform specific tasks, he match workers to their jobs based on capabilities plus incentives, and trained them to work at maximum efficiency by monitoring worker performance by supervising to ensure that they're using the most efficient ways of working. This allows workers to work while managers allocate training, so workers work effectively. Taylor felt that workers should get a fair day's pay for a fair day's work, and that pay should be linked to the amount produced. Workers who did not deliver would be paid less. Vice versa workers who exceeded the target would be paid more.

On the other hand, scientific management also has significant limitations. It is obvious that Taylorism only targets and focuses on individual performance rather than group efforts. However, this is only good when applied to specialisation and repetitive work, because in these work fields, personal performance has higher significance and importance than group work. In this situation, other types of companies might miss out the benefits that group work is often able to bring. The theory of scientific management has stated out that the motivation built up for workers was with money as rewards,

But Taylor is criticized for having an oversimplified view of human motivation, in his theories he used only the power of money as a

However certain limitations could be said that he didn 't take into account, such as if workers sole concern is simply related to their pay then other psychological needs or the worker would not be addressed (Brooks). As a result of this, the repetitiveness of the task with little or even no room for experimentation or variation over long periods of time generally lead to boredom and apathy amongst the staff. (Brooks) It was widely considered in later years that Taylor had taken his theory to far and related to companies as mechanic structures when in fact they were co-operative communities. (Handy, C 1993) Chester Bernard was one of the first people who disagreed with Taylor, he suggested that intact people had to be persuaded and that authority really came from the people you led not from those above. (Handy, C 1993) A case study into this at Hawthorne plant of western electric, 'Showed how important the informal group was, and the hearts and minds of its people ' (Handy, C 1993).

Human Resources is dependent on the success, happiness, and contentment of employees that keep the business on course. Motivation is one of the best ways to push employees forward while making sure everyone is in a comfortable position in their job. Motivational theories just attempt to explain what motivates or makes people act the way that they do. The goal of understanding these theories and their outcomes is to ensure a better performance from each employee, and to give each of those employees the best situation they can have in the workplace. Visionaries such as Abraham Maslow, Frederick Herzberg, and Henry A. Landsberger also brought forward new ways of management and ways to handle internal situations that changed the landscape of human resources as a whole. Motivational theories instituted in the workplace have a commonly positive effect on both employees and management, showing that it is important to strive for proven motivational practices.

In Mayo's thought, employees are urged to act as a gathering and their social need are perceived and additionally they are acknowledged in the work environment with the possibility that they are upbeat and they likewise spurred to carry out their activity (Chand, 2017). Thus, scientific management and human relation theories assume an imperative part in the association for two fulfilling what the association's destinations. The more the employee they persuaded the expansion of the generation result will be normal as the authoritative yield.

Employee motivation is a hugely important factor regarding the efficiency and productivity of any organization. Though there are many management theories regarding how employees are best motivated, the majority of these specific theories fall under two broad categories. On the one hand, there is the scientific management theory, or classical approach, in which employees are treated as mechanical components of an organization and motivated purely by economic incentive (Almusaileem, 2012). On the other is the human relations approach, which theorizes that employees are best motivated through group dynamics, human relations and the meeting of social needs (Almusaileem, 2012). However, management theory is significantly more complicated. Each individual responds to motivation differently, and often, the grouping of all employees under one motivating factor or another is ineffective. Personally, I find the human relations approach to be significantly better motivator through the focus on psychological and social needs of the individual (Almusaileem, 2012). Additionally, I find that the human relations approach leaves room for creativity and entrepreneurship, which classical management theory lacks. Most importantly, the human relations approach provides significantly more reward than classical production incentives. Taylor’s theory of scientific management may have made sense in the early part of the twentieth century, in which most employees worked in the industrial

One of the first authors that dealt with the sources of motivation was Frederick Taylor who focussed on the overall productivity of an organisation. He linked this productivity to the effort an employee puts into their work which in turn is dependent on monetary rewards (Taylor, 1911). This theory was established in the context of the industrial age and thus is outdated for today’s analysis but it still provides a basic assumption which is often referred to by other authors. The total neglecting of a worker’s intrinsic motivators is a starting point for discussion for authors that conducted research in that area after Taylor.