Module 2: Key Theories
Scientific Management (Frederick Taylor). Developed in the early 20th century by Frederick Taylor.
Focuses on improving efficiency through systematic observation and measurement.
Advocates for breaking down tasks into smaller, standardized parts.
Importance:
Laid the groundwork for time and motion studies.
Emphasizes the role of training and development in increasing productivity.
Applications:
Used in designing workflows, setting performance standards, and enhancing production processes.
Human Relations Movement (Elton Mayo). Originated from the Hawthorne Studies conducted in the 1920s and 1930s.
Stresses the importance of social factors and employee well-being in the workplace.
Importance:
Highlighted the impact of employee satisfaction and motivation on productivity.
Introduced the concept of informal work groups and their influence on work behavior.
Applications:
Informing practices related to employee engagement, team building, and organizational culture.
Theory X and Theory Y (Douglas McGregor). Proposed by Douglas McGregor in the 1960s.
Theory X: Assumes employees are inherently lazy, need constant supervision, and are motivated primarily by financial rewards.
Theory Y: Assumes employees are self-motivated, seek responsibility, and are driven by intrinsic rewards.
Importance:
Shaped management practices and leadership styles.
Emphasized the need for management to consider employee motivations and potential.
Applications:
Used to design management training programs and organizational development strategies.
Herzberg's Two-Factor Theory. Developed by Frederick Herzberg in the 1950s.
Differentiates between hygiene factors (e.g., salary, working conditions) that can cause dissatisfaction and motivators (e.g., recognition, achievement) that can lead to satisfaction.
Importance:
Helps identify factors that influence job satisfaction and motivation.
Provides a framework for improving workplace conditions.
Applications:
Applied in job design, employee engagement initiatives, and performance management systems.
Job Characteristics Model (Hackman and Oldham). Developed by J. Richard Hackman and Greg Oldham in the 1970s.
Proposes that job design influences employee motivation and satisfaction.
Identifies five core job dimensions: skill variety, task identity, task significance, autonomy, and feedback.
Importance:
Provides a structured approach to job design and enrichment.
Links job characteristics with psychological states and work outcomes.
Applications:
Used in job analysis, redesigning roles, and enhancing job satisfaction.
Expectancy Theory (Victor Vroom). Proposed by Victor Vroom in the 1960s.
Suggests that employee motivation is based on the expected outcomes of their actions.
Consists of three components: expectancy (effort will lead to performance), instrumentality (performance will lead to rewards), and valence (value of the rewards).
Importance:
Highlights the importance of aligning rewards with employee expectations and performance.
Applications:
Applied in designing compensation systems, performance management, and motivational strategies.
Equity Theory (J. Stacy Adams). Developed by J. Stacy Adams in the 1960s.
Focuses on the balance between an employee's inputs (effort, skill) and outputs (rewards, recognition).
Employees seek fairness in the workplace and compare their inputs and outcomes with others.
Importance:
Emphasizes the role of fairness and justice in employee motivation and satisfaction.
Applications:
Used in developing fair compensation practices, performance appraisals, and conflict resolution strategies.