“Motivation is the process of stimulation an individual to take
action that will accomplish a desired goal.” (Barron’s; 236) The
word motivation comes from the Latin word ‘movere’, which means to
move or to urge. There are numerous definitions of motivation, which
is logical, because there are many different personalities that are
motivated through different factors, as well as there exist various
motivation theories and programs. Motivation is getting more
important every day since the competition in the workplace is
increasing on a daily basis as well as the unemployment rate.
Management has to find an effective way of motivate not only
themselves, but more to motivate their employees, therefore
management has to take into account theories and has to consider the
differences in personality of its workforce, to imply a successful
motivation program.
The first theorist, which has to be taken into account, was
Frederick W Taylor (1856 – 1915) who believed that only through
maximal worker productivity economic prosperity could be achieved
which in turn would be the product of making employees more
efficient. Taylor is also known as the “Father of scientific
management”; he called this approach the Scientific Management and
his beliefs were that only a management scientist would be able to
achieve this efficiency of the worker. Furthermore Taylor did not
have trust in employees, in his opinion, workers start lacking
efficiency as soon as there is not such a management scientist. His
aim was to achieve maximum efficiency and to reach this goal he
created a process called job fractionation. By observing different
workers at different jobs he measured the amount of time a worker
needed to finish a task and then looked at each job and its
constituent tasks (=basic work units), he used these measurements to
create time and motion studies. [...]
Inhaltsverzeichnis (Table of Contents)
- 1. Motivation has to be based on theories
- 1.1. Frederick W Taylor has to be taken into account
- 1.2. George Elton Mayo has to be taken into account
- 1.3. Abraham Maslow has to be taken into account
- 1.4. Frederick I Herzberg has to be taken into account
- 2. Motivation depends on the preferences of the individual
- 2.1. Extrinsic motivation
- 2.2. Intrinsic Motivation
- 2.3. Employees motivation has to be identified
- 3. Motivation has to be supported by management
- 3.1. Suitable rewards have to be identified
- 3.2. Effects and results have to be evaluated and feedback has to be given
Zielsetzung und Themenschwerpunkte (Objectives and Key Themes)
This thesis explores the multifaceted nature of workplace motivation, arguing that effective management requires a comprehensive understanding of motivational theories and individual employee preferences. The goal is to provide a framework for developing effective motivation programs by considering historical perspectives and individual needs.
- The role of historical motivational theories in modern management
- The distinction between intrinsic and extrinsic motivation
- Identifying and utilizing appropriate rewards to enhance motivation
- The importance of considering individual employee preferences
- The crucial role of management in fostering a motivating work environment
Zusammenfassung der Kapitel (Chapter Summaries)
1. Motivation has to be based on theories: This chapter examines several seminal theories of motivation, beginning with Frederick Winslow Taylor's scientific management approach, which emphasizes efficiency through job fractionation and piece-rate systems. The chapter contrasts this with the Hawthorne Experiments conducted by George Elton Mayo, which highlighted the importance of social factors and employee well-being in boosting productivity. It then delves into Abraham Maslow's hierarchy of needs, illustrating how fulfilling basic needs progresses to higher-level motivators like self-actualization. Finally, it introduces Frederick Herzberg's two-factor theory, differentiating between hygiene factors (preventing dissatisfaction) and motivators (driving satisfaction and motivation).
2. Motivation depends on the preferences of the individual: This section focuses on the diverse motivational needs of individual employees. It distinguishes between extrinsic motivation, driven by external rewards such as salary or bonuses, and intrinsic motivation, stemming from internal factors like job satisfaction and personal growth. The importance of understanding and catering to these individual differences, to create a tailored motivation program, is strongly emphasized.
3. Motivation has to be supported by management: This chapter discusses the crucial role of management in implementing and maintaining effective motivation strategies. It highlights the necessity of identifying suitable rewards aligned with employee preferences, and emphasizes the critical importance of evaluating results and providing consistent feedback to enhance employee motivation and performance. The chapter underscores that management’s active involvement is essential for a successful motivation program.
Schlüsselwörter (Keywords)
Workplace motivation, motivational theories, Taylorism, Hawthorne effect, Maslow's hierarchy of needs, Herzberg's two-factor theory, intrinsic motivation, extrinsic motivation, employee preferences, management strategies, rewards, feedback.
Frequently Asked Questions about Workplace Motivation
What is the main topic of this document?
This document provides a comprehensive overview of workplace motivation, exploring its theoretical foundations, individual aspects, and the crucial role of management in fostering a motivating work environment.
What motivational theories are discussed?
The document examines several key motivational theories, including Frederick Winslow Taylor's scientific management, the Hawthorne effect (George Elton Mayo), Abraham Maslow's hierarchy of needs, and Frederick Herzberg's two-factor theory. It analyzes their historical context and relevance to contemporary management practices.
What is the difference between intrinsic and extrinsic motivation?
The document differentiates between intrinsic motivation, driven by internal factors like job satisfaction and personal growth, and extrinsic motivation, driven by external rewards such as salary or bonuses. It emphasizes the importance of understanding and catering to both types of motivation in individual employees.
How does management play a role in employee motivation?
The document highlights the crucial role of management in creating and maintaining a motivating work environment. Effective management involves identifying suitable rewards aligned with employee preferences, consistently evaluating results, providing feedback, and actively participating in the motivation process.
What are the key takeaways from the chapter summaries?
Chapter 1 emphasizes the importance of understanding historical motivational theories. Chapter 2 stresses the significance of individual employee preferences and the distinction between intrinsic and extrinsic motivation. Chapter 3 underscores the critical role of management in implementing and maintaining effective motivation strategies through appropriate rewards and consistent feedback.
What are the key objectives of this work?
The main objective is to provide a framework for developing effective motivation programs by considering historical perspectives, individual needs, and the active role of management. It aims to illustrate how a comprehensive understanding of motivational theories and individual employee preferences is crucial for effective management.
What are the keywords associated with this document?
The keywords include workplace motivation, motivational theories, Taylorism, Hawthorne effect, Maslow's hierarchy of needs, Herzberg's two-factor theory, intrinsic motivation, extrinsic motivation, employee preferences, management strategies, rewards, and feedback.
What is the structure of the document?
The document is structured with a table of contents, objectives and key themes, chapter summaries, and keywords. This allows for easy navigation and understanding of the core concepts discussed.
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- Friederike Hertel (Autor:in), 2002, Motivation in the Workplace, München, GRIN Verlag, https://www.grin.com/document/14805
