9/13/2020 0 Comments Elton Mayo Motivation Theory Pdf
He saw it as a continuous management function which involved embracing motivators in job design.His overriding interest in mental health stemmed from his belief that mental health is the core issue of our times.
This was prompted by his posting to the Dachau concentration camp after its liberation. On his return to America, he worked for the US Public Health Service. Herzbergs work focused on the individual in the workplace, but it has been popular with managers as it also emphasised the importance of management knowledge and expertise. Herzberg aimed to dissect employees attitudes to their jobs, to discover what prompted these attitudes, and what impact they had on the person and their motivation to work. Subjects were asked what pleased and displeased them about their jobs. The first group of factors he called hygiene factors and the second, motivators. Job enrichment involved including motivators in the design of jobs. In his famous Harvard Business Review article, One more time: how do you motivate employees originally published in 1968, Herzberg also invented the acronym KITA (Kick In The Ass) to explain personnel practices such as wage increases, fringe benefits and job participation which were developed as attempts to instil motivation but are only short-term solutions. He demonstrated that employees are not motivated by being kicked (figuratively speaking), or by being given more money or benefits, a comfortable environment or reducing time spent at work. These elements were called hygiene factors by Herzberg because they concern the context or environment in which a person works. Herzberg also speaks of them as dissatisfiers or maintenance factors, since it is their absence or inadequacy which causes dissatisfaction at work. In these cases, intrinsic motivation still lies only with the manager, while the employee is merely being compelled to act to avoid punishment or gain reward. Additionally, the rewards increasingly come to be regarded as rights to be expected, rather than incentives to greater satisfaction and achievement. The theory proposes that most factors which contribute to job satisfaction are motivators (achievement, recognition, the satisfaction of the work itself, responsibility and opportunities for advancement and growth) and most factors which contribute to job dissatisfaction are hygiene elements (company policy, general management, the individual relationship with their manager and working conditions). Most of the evidence on which Herzberg based his theory is relatively clear-cut. This is particularly the case with regard to achievement and promotion prospects as potential job satisfiers and with regard to supervision and job insecurity as factors which contribute principally to dissatisfaction. Herzbergs evidence was not so clear here, although he placed salary with the disatissfiers. This would seem the most appropriate classification; although pay may have some short-term motivational value, it is difficult to conceive of it as a long-term motivator in the same manner as responsibility and achievement. Most experience (and the history of industrial relations) would point to pay as a dissatisfier and therefore a hygiene factor along with supervision, status, and security. He depicted mans basic needs as two parallel arrows pointing in opposite directions. One arrow shows mans Animal-Adam nature, concerned with the need to avoid physical deprivation (the hygiene factors), the other his Human-Abraham nature, needing to realise the potential for perfection (the motivation factors).
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