Employee motivation is something we all want. I think it's safe to say that we would all agree that motivation is a good thing. It is commonly associated with several positive outcomes, including: (1) increased productivity, (2) higher profits, (3) a happier workforce, (4) more cohesive teams, and (5) reduced absenteeism and worker turnover. Fortunately, employee motivation is not a new topic and we can learn from the research, theories, and practices of the past. This presentation focuses on the early development of motivation theory as it relates to the field of management.

2. Motivation is always a good thing
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3. Motivation is always a good thing
Increased productivity
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4. Motivation is always a good thing
Increased productivity
Higher profits
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5. Motivation is always a good thing
Increased productivity
Higher profits
A happier workforce
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6. Motivation is always a good thing
Increased productivity
Higher profits
A happier workforce
More cohesive teams
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7. Motivation is always a good thing
Increased productivity
Higher profits
A happier workforce
More cohesive teams
Reduced absenteeism
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8. First, let’s look at some historical
factors that have influenced the study of
workplace motivation.
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9. Agrarian societies are characterized by …
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10. Agrarian societies are characterized by …
• Stability
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11. Agrarian societies are characterized by …
• Stability
• Family-run operations
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12. Agrarian societies are characterized by …
• Stability
• Family-run operations
• Simple tools
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13. The Industrial Revolution was characterized by …
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14. The Industrial Revolution was characterized by …
• The steam engine
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15. The Industrial Revolution was characterized by …
• The steam engine
• Urbanization
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16. The Industrial Revolution was characterized by …
• The steam engine
• Urbanization
• Mass Production
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17. F. W. Taylor noticed certain patterns of inefficiency.
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18. F. W. Taylor noticed certain patterns of inefficiency.
Conformity to group norms.
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19. F. W. Taylor noticed certain patterns of inefficiency.
Conformity to group norms.
Patterns from pre-industrial age.
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20. F. W. Taylor noticed certain patterns of inefficiency.
Conformity to group norms.
Patterns from pre-industrial age.
Zero-sum labor availability.
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21. F. W. Taylor noticed certain patterns of inefficiency.
Conformity to group norms.
Patterns from pre-industrial age.
Zero-sum labor availability.
No incentive for increased output.
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22. The absence of ambition
was viewed as a virtue.
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23. Efforts to rise above the
crowd were interpreted as
social treason.
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24. Rising leaders faced social
pressures to return to their
equalized status within the
group.
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25. Taylor’s Solution—Scientific Management—would bring …
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26. Taylor’s Solution—Scientific Management—would bring …
Objectivity
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27. Taylor’s Solution—Scientific Management—would bring …
Objectivity
Structure
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28. Taylor’s Solution—Scientific Management—would bring …
Objectivity
Structure
Efficiency
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29. Taylor’s Solution—Scientific Management—would bring …
Objectivity
Structure
Efficiency
Training
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30. Taylor’s Solution—Scientific Management—would bring …
Objectivity
Structure
Efficiency
Training
Matching the worker to the job
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31. But Weber saw a problem …
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32. But Weber saw a problem …
How can organizations operate
rationally and systematically?
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33. According to Weber …
Untested personal opinions should be replaced by …
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34. According to Weber …
Untested personal opinions should be replaced by …
Proven Rules
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35. Charismatic or traditional authority
should be replaced by …
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36. Charismatic or traditional authority
should be replaced by …
Rational-legitimate authority
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37. Political favoritism
should be replaced by …
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38. Political favoritism
should be replaced by …
Selection by Competence
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39. Weber called this innovative management system …
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40. Weber called this innovative management system …
Bureaucracy
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41. But there were critics
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42. But there were critics
According to some, Scientific Management was …
“the attempt to make human work productive by
eliminating the employees’ responsibility for their own
work and concentrating it in the hands of a science-based
managerial elite.”
Hardy, L. (1990). The fabric of this world: Inquiries into
calling, career choice, & the design of human work.
Grand Rapids: MI: William B. Eerdmans.
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43. “Small opportunity is now given the workman to
exercise that initiative of which Mr. Taylor talks
so glibly.”
Letter to the American Magazine, 1911, Cited in Dean, C. C.
(1997) Primer of scientific management by Frank B.
Gilbreth: A response to publication of Taylor's principles in
The American Magazine. Journal of Management History
3(1), 31-41.
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44. Weber Sensed the Need for Something More …
“The fate of our times is characterized by rationalization
and intellectualization and, above all, by the
disenchantment of the world. Precisely the ultimate and
most sublime values have retreated from public life
either into the transcendental realm of mystic life or
into the brotherliness of direct and personal human
relations. It is not accidental that our greatest art is
intimate and not monumental.” –Max Weber
Source: The Columbia World of Quotations, 1996.
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45. Abraham Maslow
developed a
framework for
understanding this
“something more.”
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46. The framework involved a
pyramid (or hierarchy)
of human needs.
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47. The framework involved a
pyramid (or hierarchy)
of human needs.
Physiological
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48. The framework involved a
pyramid (or hierarchy)
of human needs.
Safety (Security)
Physiological
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49. The framework involved a
pyramid (or hierarchy)
of human needs.
Social (Affiliation)
Safety (Security)
Physiological
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50. The framework involved a
pyramid (or hierarchy)
of human needs.
Esteem (Recognition)
Social (Affiliation)
Safety (Security)
Physiological
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51. The framework involved a
pyramid (or hierarchy)
of human needs. Self-Actualization
Esteem (Recognition)
Social (Affiliation)
Safety (Security)
Physiological
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52. Other researchers began to focus on the
emotional or “softer” side of
organizational behavior.
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53. Mary Parker Follett
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54. Mary Parker Follett
Saw the importance of relationships.
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55. Mary Parker Follett
Saw the importance of relationships.
Advocated employee participation.
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56. Mary Parker Follett
Saw the importance of relationships.
Advocated employee participation.
Recommended power sharing.
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57. Elton Mayo …
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58. Elton Mayo …
Studied workplace environment.
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59. Elton Mayo …
Studied workplace environment.
Discovered the relationship factor.
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60. Lillian Gilbreth discovered …
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61. Lillian Gilbreth discovered …
That wages are not the only motivators.
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62. Lillian Gilbreth discovered …
That wages are not the only motivators.
The importance of affirmation.
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63. Lillian Gilbreth discovered …
That wages are not the only motivators.
The importance of affirmation.
The importance of communication.
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64. Lillian Gilbreth discovered …
That wages are not the only motivators.
The importance of affirmation.
The importance of communication.
The value of training in “emotion work.”
Graham, L. (2000) Lilian Gilbreth & the mental revolution at Macy's, 1925-1928. Journal of
Management History 6(7), 285-305.
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65. Douglass McGregor brought a new
dimension to the study of worker
motivation . . .
McGregor, D. (1960). The human side of enterprise. New York, NY: McGraw-Hill.
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66. Douglass McGregor brought a new
dimension to the study of worker
motivation . . .
the manager's perspective
on the nature of people.
McGregor, D. (1960). The human side of enterprise. New York, NY: McGraw-Hill.
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67. According to McGregor, theory X managers see
people as …
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68. According to McGregor, theory X managers see
people as …
• Lazy
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69. According to McGregor, theory X managers see
people as …
• Lazy
• Irresponsible
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70. According to McGregor, theory X managers see
people as …
• Lazy
• Irresponsible
• Lacking in ambition
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71. According to McGregor, theory X managers see
people as …
• Lazy
• Irresponsible
• Lacking in ambition
• Needing someone to prod
and control them.
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72. Theory Y managers see people as …
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73. Theory Y managers see people as …
• Intrinsically motivated
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74. Theory Y managers see people as …
• Intrinsically motivated
• Responsible
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75. Theory Y managers see people as …
• Intrinsically motivated
• Responsible
• Enjoying work
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76. Theory Y managers see people as …
• Intrinsically motivated
• Responsible
• Enjoying work
• Highly productive …
when empowered
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77. Researchers began to notice that motivation has a
two-dimensional character.
B =f (P, S)
Kurt Lewin
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78. Researchers began to notice that motivation has a
two-dimensional character.
Individual behavior (B)
is a function of (f) psychological
factors (P) and the work
situation (S)
Kurt Lewin
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79. Rensis Likert discovered that close supervision
often reduces motivation.
Number of First-Line Supervisors Who Use . . .
Close Supervision General Supervision
High-Producing Sections 1 9
8 4
Low-Producing Sections
Hersey, P., Blanchard, K. H. & Johnson, D. E. (1996). Management of organizational behavior (7th ed.). Upper Saddle
River, NJ: Prentice Hall, p. 109.
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80. Management has two fundamental dimensions …
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81. Management has two fundamental dimensions …
Concern for Productivity
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82. Management has two fundamental dimensions …
Concern for People
Concern for Productivity
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83. Management has two fundamental dimensions …
Concern for People
No Relationship
(Indifference)
Concern for Productivity
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84. Management has two fundamental dimensions …
Concern for People
Command and
No Relationship
Control
(Indifference) Relationship
Concern for Productivity
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85. Management has two fundamental dimensions …
Concern for People Paternalistic
Relationship
Command and
No Relationship
Control
(Indifference) Relationship
Concern for Productivity
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86. Management has two fundamental dimensions …
Concern for People Paternalistic Empowering
Relationship Relationship
Command and
No Relationship
Control
(Indifference) Relationship
Concern for Productivity
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87. So, what are the motivational
issues of the future?
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88. Ethical Leadership
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89. Globalization
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90. Virtual teams
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91. Information
Overload
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92. Spirituality
& Meaning
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93. Credits
The photo of Abraham Maslow is from Maslow: la
Management. http://www.human-
side.com/maslow/MoM/index.htm.
The portrait of Kurt Lewin is the public domain of the
United States. It was found at
http://www.answers.com/topic/kurt-lewin-jpg
All other photos are © 2007JupiterImages and its
Licensors. All Rights Reserved.
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