Early 3 models of motivation

Posted: July 24, 2010 in Uncategorized

(Frederick Taylor)

Human relation

(Elton Mayo)

Human resources

(Douglas McGregor)

A. Assumptions
1. work is inherently distasteful to most people. 1. people want to feel useful & important. 1. work is not inherently distasteful. People want to contribute to meaningful goals that they have helped establish.
2. what they do is less important than what they earn for doing it. 2. people want to belong & to be recognized as individuals. 2. most people can exercise far more creativity, self – direction, self- control than their present jobs demand.
3. few want / can handle work that requires creativity, self – direction/ self – control. 3. these needs are more important than money in motivating people to work.
B. Policies:
1. the manager should closely supervise & control subordinates. 1. the manager should make each worker feel useful & important. 1. the manger should make use of underutilized human resources.
2. he/she must break down tasks into simple, repetitive, easily learned operations. 2. he/she should keep subordinates informed & listen to their objectives to his/her plans. 2. he/she must create an environment in which all members may contribute to the limits of their ability.
3. he/she must establish detailed work routines & procedures, and enforce these fairly but firmly. 3. the manager should allow subordinate to exercise some self – direction & self – control on routine matters. 3.he/she must encourage full participation in important matters, continually broadening subordinate self- direction & self- control.
C. Expectations:
1. people can tolerate work if the pay is decent & the boss is fair. 1. sharing information with subordinates & involving them in routine decisions will satisfy their basic needs to belong & to feel important. 1. expanding subordinate influence, self – direction, self – control will lead to direct improvements in operating efficiency.
2. if tasks are simple enough & people are closely controlled, they will produce upto standard. 2. satisfying these needs will improve morale & reduce resistence to formal authority – subordinates will “willingly cooperate”. 2. work satisfaction may improve as a “by – product” of subordinates making full use of their resources.

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