Overview
This lecture reviews historical theories about what motivates employees at work, focusing on scientific management, the human relations approach, and the human resource approach.
Scientific Management (Traditional Approach)
- Developed by Frederick Taylor in the early 1900s.
- Assumes workers are primarily motivated by money.
- Advocates for incentive pay systems to increase productivity.
- Managers are believed to know more about jobs than workers.
- Work is seen as inherently unpleasant; monetary gain is the main motivator.
- Criticized for ignoring non-monetary motivational factors.
Human Relations Approach
- Emerged in the 1930s as a response to scientific management.
- Assumes employees desire to feel useful, important, and socially connected.
- Social needs are seen as more important than money for motivation.
- Managers are encouraged to make workers feel valued and involved.
- Greater self-direction and self-control are promoted to increase motivation.
Human Resource Approach
- Developed in the 1950s as an expansion of previous views.
- Recognizes that people want to contribute meaningfully to organizations.
- Contributions are valuable for both individuals and the organization.
- Management should create an environment that enables participation and uses all available human resources.
Key Terms & Definitions
- Scientific Management — A motivation theory that views money as the primary motivator for employees.
- Human Relations Approach — A theory emphasizing employees’ social needs and the importance of feeling valued.
- Human Resource Approach — A perspective that values employee contributions and encourages participation in the workplace.
Action Items / Next Steps
- Review the three motivation approaches for potential exam questions.
- Reflect on differences between monetary and non-monetary motivation factors.