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Study Notes: People ManagementMotivation in Theory - Taylor & Scientific Management Introduction Taylor developed his theory of "scientific management" as he worked his way up from a labourer to a works manager in a US steelworks. From his observations, Taylor made three key assumptions about human behaviour at work: (1) Man is a rational economic animal concerned with maximising his economic gain; (2) People respond as individuals, not as groups (3) People can be treated in a standardised fashion, like machines Taylor had a simple view about what motivated people at work - money. He felt that workers should get a fair day's pay for a fair day's work, and that pay should be linked to the amount produced (e.g. piece-rates). Workers who did not deliver a fair day's work would be paid less (or nothing). Workers who did more than a fair day's work (e.g. exceeded the target) would be paid more. The implications of Taylor's theory for managing behaviour at work were: - The main form of motivation is high wages, linked to output - A manager's job is to tell employees what to do - A worker's job is to do what they are told and get paid accordingly Weaknesses in Taylor's Approach The most obvious weakness in Taylor's approach is that it ignores the many differences between people. There is no guarantee that a "best way" will suit everyone. Secondly, whilst money is an important motivation at work for many people, it isn't for everyone. Taylor overlooked the fact that people work for reasons other than financial reward.
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Related Study Notes HRM Strategy Organisational Structure Motivation at work Recruitment & Training Workforce planning Communication
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HRM Strategy HRM introduction HRM objectives HRM influences Hard & Soft HRM Organisational Structure Org charts Delayering Span of control Centralisation & decentralisation Matrix structures Motivation at work What is motivation? Theory - Maslow Theory - Herzberg Theory - Taylor Theory - McGregor Financial motivation Pay Package Time rate Piece rate Commission Performance pay Share options Job rotation Job enlargement Delegation & empowerment Recruitment & Training Recruitment intro Internal / external Job descriptions Interviews Job analysis Job advertising Person specification Training - intro Induction training On-the-job training Off-the-job training Workforce planning Workforce planning Flexible working Benefits & issues Labour supply Workforce roles & workload Annual hours Job sharing Temporary staff Teleworking Flexible hours Communication Overview Barriers Benefits Employee Representation
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HRM Strategy HRM introduction HRM objectives HRM influences Hard & Soft HRM Organisational Structure Org charts Delayering Span of control Centralisation & decentralisation Matrix structures Motivation at work What is motivation? Theory - Maslow Theory - Herzberg Theory - Taylor Theory - McGregor Financial motivation Pay Package Time rate Piece rate Commission Performance pay Share options Job rotation Job enlargement Delegation & empowerment Recruitment & Training Recruitment intro Internal / external Job descriptions Interviews Job analysis Job advertising Person specification Training - intro Induction training On-the-job training Off-the-job training Workforce planning Workforce planning Flexible working Benefits & issues Labour supply Workforce roles & workload Annual hours Job sharing Temporary staff Teleworking Flexible hours Communication Overview Barriers Benefits Employee Representation
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