Q07 Pmc Exam Question

7. Critically assess the neo-human Relations understanding of motivation. With reference to McGregor, Maslow and Herzberg, describe some of the problems with this research. Part 1 of the qn 1. Briefly state what leads to human relations theory. Due to the growing recognition of scientific management’s failings, there is awareness that the “human factor” is important in the organization. With this, and the emergence of social science, we have the human relations theory. 2. Talk about motivation In an organization, understanding what motivates people is necessary at all levels of management. One must understand the relevance of individual motivation; unless individuals are well managed and motivated they are unlikely to work to achieve the organisation objectives. 3. Assessing of human relations understanding of motivation – mainly based on rewards. In the human relations theory, employees’ motivation is often based on reward. Rewards are generally described as intrinsic and extrinsic. Intrinsic rewards are to a great extent within the control of the individual. They include feelings of personal satisfaction, a sense of achievement, status, recognition, opportunities for advancement, responsibility and pride in the work. Extrinsic rewards on the other hand are those forms of reward which are outside the control of the individual and at the disposal of others; sometimes the individual’s superior but more often the organization itself. These rewards are obvious and can be ‘seen,’ not only by the individual concerned but by others; Lack of attention to extrinsic rewards can lead to job dissatisfaction and motivation problems. They include such simple matters as salaries and conditions, incentive arrangements, share schemes, pension schemes, insurance and better facilities. Surprisingly, these simple factors are often overlooked by management and can lead to problems in the workplace — even more so if other organizations are seen to be providing better rewards. Reward systems have to be consistent, transparent and understood, a well constructed reward scheme will motivate employees to increased commitment and effort. Thus, without these rewards, employees will tend to feel de-motivated and unsatisfied with the work, the organization and even the people. Part 2 of the qn 1. Name the theories written by McGregor, Maslow and Herzberg McGregor, Maslow and Herzberg are key human relations writer to their theories: a. McGregor’s Theory X and Y

b. Maslow’s Hierarchy of Needs c. Herzberg’s Motivation Theory 2. Describe McGregor and its problems. Theory McGregor’s Theory X and Y (1960) Theory X: People have an innate dislike of work, are naturally lazy, are therefore not to be trusted. They need and prefer close supervision and control. Theory Y: Work is as natural as work and play. Employees may be mature, selfmotivated, inventive, creative and responsible and need little time in the way of supervision and control. McGregor highlighted that these 2 sets of assumptions are held by managers about their employees. He argued that these assumptions often act as a “self-fulfilling prophecy”. Problem McGregor’s Theory Y possessed a bundle of social and self-actualisation needs, who, given the appropriate conditions at work, can show high levels of responsibility and selfdirection. However, such man does not avoid responsibility, but because of the routinisation of work and high levels of external supervision is generally provided with a working environment which offers little opportunity to exercise or develop it. And the role of management from this perspective needs to create the conditions in which the untapped human resources can be utilized 3. Describe Maslow and its problems Theory Maslow’s Hierarchy of Needs (1943, 1954, 1973) Transcendence Self-actualisation Aesthetics Knowing/Understanding Esteem Affiliation Safety Biological Requirements Maslow(1954) outlined what is perhaps the most influential of the content theories and believed human needs are instinctive in nature and have their basis in our biogenetic and evolutionary heritage. His argument was that once we satisfy a need at one level in the hierarchy, its impact on our behaviour diminishes. Problem

Maslow’s hierarchy of needs did not therefore suggest that needs are to be treated as though they represent exclusive categories, ie having satisfied one we move on to the next. As we develop as individuals, needs differ in what Maslow termed their prepotency -the extend to which a need determines our behaviour. Maslow’s hierarchy of needs will motivate our behaviour throughout our lives. The hierarchy of needs may not be applicable to some people, e.g those who are of low income/on long-term unemployed may ultimately have his/her higher-order needs go for ever. 4. Describe Herzberg and its problems Theory Herzberg’s Motivation Theory (1966) Dissatisfaction

Dissatisfaction

Hygiene Factors Working conditions Pay and job security Supervision

Motivators

No dissatisfaction

No dissatisfaction

Achievements Recognition Responsibility

Herzberg focused on how need satisfaction occurs in the workplace and the practical impact of motivation on workplace attitudes and behaviour. He highlighted that the absence of motivators do not lead to job dissatisfaction. Hygiene factors, on the other hand, produced an acceptable work environment though not increased satisfaction or involvement with a job; however their absence caused job dissatisfaction. Thus, motivators reflected people’s need for self-actualisation, while hygienes represented the need to avoid pain. Problems Herzberg may have introduced a middle-class bias into his theory, as a wider sample of working population might have produced a different list. Human has a tendency to relate their successes to the exercise of their personal initiative, but see their problems at work as a reflection of work of other people’s or organizational inadequacies. Hence there may be gap between what people prepared to admit motivates them and what actually motivates them. 5. Give a conclusion It can be seen that workplace environment, individual needs and job satisfaction can affect the motivational factors of employees. In order to use each of the theory effectively, we have to learn about each individual employee’s needs to determine the motivations that they need to perform well. However, each organization has its own limitations in how far it can go to satisfy each individual. Furthermore, the needs and

satisfaction of each individual change from time to time. Thus, it is important that management can obtain a range of motivational rewards to provide to its employees so as to gain as much efficiency level and control as possible. Though this is difficult to obtain, if the management is serious in motivating its staff, it will try hard to make it work.