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, self-
motivated, 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 self-
direction. 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 Hygiene Factors No dissatisfaction

Working conditions
Pay and job security
Supervision
Dissatisfaction Motivators 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.