Motivation and Job Satisfaction
©Trans-Atlantic College, London 2005
Motivation and Job Satisfaction
Written by Dr Prince Efere – for Trans-Atlantic College, London
Contents of this Paper
1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. Introduction Frederick Winslow Taylor – Scientific Management Elton Mayo – Hawthorne Experiments Abraham Maslow – Hierarchy of Needs Clayton Alderfer – ERG Theory Douglas McGregor - Theory X and Theory Y W. Ouchi – Theory Z Frederick Hertzberg – Hygiene Theory David C. McClelland - Achievement Theory Victor H Vroom – Expectancy Theory Adams – Equity Theory Locke – Goal Theory B F Skinner – Operant Conditioning Job Satisfaction Conclusion Self-Assessment Questions
1. Introduction
Boredom, stress and job dissatisfaction are increasingly becoming so commonplace at work that some commentators believe that motivation of staff could be the key to ameliorating the problem. Motivation could be described as a driving force that makes people willingly want to put in their best in what they do. The concept of motivation is that there is no need to force or threaten people to work harder, as any such force or threat is likely to be ineffective in the long run. Rather, it is better that people should be motivated as it is believed that the driving force which results from motivation will compel people to put in their best out of willingness and not out of force or threat. ©This material is the Copyright of Trans-Atlantic College, London
2 Motivation is believed to lead to an increase in employees’ work performance. That in turn leads to an increase in overall organisational productivity levels. Furthermore, motivation is said to improve employee job satisfaction. Nevertheless, it should be borne in mind that motivation is not a ‘magic show’ that can perform miracles. Thus, we should not expect a secondary school leaver to be able to do the work of a qualified engineer simply because he is highly motivated. Rather for motivation to be effective not only
Motivation and Job Satisfaction
Written by Dr Prince Efere – for Trans-Atlantic College, London
Contents of this Paper
1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. Introduction Frederick Winslow Taylor – Scientific Management Elton Mayo – Hawthorne Experiments Abraham Maslow – Hierarchy of Needs Clayton Alderfer – ERG Theory Douglas McGregor - Theory X and Theory Y W. Ouchi – Theory Z Frederick Hertzberg – Hygiene Theory David C. McClelland - Achievement Theory Victor H Vroom – Expectancy Theory Adams – Equity Theory Locke – Goal Theory B F Skinner – Operant Conditioning Job Satisfaction Conclusion Self-Assessment Questions
1. Introduction
Boredom, stress and job dissatisfaction are increasingly becoming so commonplace at work that some commentators believe that motivation of staff could be the key to ameliorating the problem. Motivation could be described as a driving force that makes people willingly want to put in their best in what they do. The concept of motivation is that there is no need to force or threaten people to work harder, as any such force or threat is likely to be ineffective in the long run. Rather, it is better that people should be motivated as it is believed that the driving force which results from motivation will compel people to put in their best out of willingness and not out of force or threat. ©This material is the Copyright of Trans-Atlantic College, London
2 Motivation is believed to lead to an increase in employees’ work performance. That in turn leads to an increase in overall organisational productivity levels. Furthermore, motivation is said to improve employee job satisfaction. Nevertheless, it should be borne in mind that motivation is not a ‘magic show’ that can perform miracles. Thus, we should not expect a secondary school leaver to be able to do the work of a qualified engineer simply because he is highly motivated. Rather for motivation to be effective not only