FC314 Motivation

1. Aims to use the full capabilities of workers by giving them the opportunity to do more challenging and fulfilling work (Herzberg).
3. The theory that working in teams, having some opportunity to consult with managers and the ability to have some control over the working life leads to a more motivated workforce (Mayo).
4. The theory that the needs of workers are in a hierarchy and this determines their actions. A higher need in the hierarchy cannot be met until a lower level need has been satisfied. The higher up the hierarchy the worker is, the more motivated the worker is (Maslow).
6. The theory that there are really two types of factors that workers are interested in. Those that give job satisfaction (motivators) to workers and those that make them dissatisfied (hygiene factors)(Herzberg).
8. A sense of self-fulfilment reached by feeling enriched and developed by what one has learned or achieved (Maslow).
9. Aspects of a worker’s job that can lead to positive job satisfaction, such as achievement, recognition, meaningful and interesting work and advancement at work (Herzberg).
11. Moving employees through a range of jobs to increase interest and motivation.

2. Aspects of a worker’s job that have the potential to cause dissatisfaction, such as pay, working conditions, status and over-supervision by managers (Herzberg).
5. Adding extra, similar tasks to a job. The job role itself remains unchanged.
7. The internal and external factors that stimulate people to take actions that lead to achieving a goal.
10. A series of techniques that that recorded a worker’s performance, altering the working methods and then re-measuring the worker’s performance (Taylor).