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Frederick Taylor and Scientific Management

In 1911, Frederick Winslow Taylor published his work, The Principles of


Scientific Management, in which he described how the application of the scientific
method to the management of workers greatly could improve productivity. Scientific
management methods called for optimizing the way that tasks were performed and
simplifying the jobs enough so that workers could be trained to perform their specialized
sequence of motions in the one "best" way.

Prior to scientific management, work was performed by skilled craftsmen who


had learned their jobs in lengthy apprenticeships. They made their own decisions about
how their job was to be performed. Scientific management took away much of this
autonomy and converted skilled crafts into a series of simplified jobs that could be
performed by unskilled workers who easily could be trained for the tasks.

Taylor became interested in improving worker productivity early in his career


when he observed gross inefficiencies during his contact with steel workers.

Soldiering
Working in the steel industry, Taylor had observed the phenomenon of workers'
purposely operating well below their capacity, which is, soldiering. He attributed
soldiering to three causes:
 The almost universally held belief among workers that if they became more
productive, fewer of them would be needed and jobs would be eliminated.
 Non-incentive wage systems encourage low productivity if the employee will
receive the same pay regardless of how much is produced, assuming the employee
can convince the employer that the slow pace really is a good pace for the job.
Employees take great care never to work at a good pace for fear that this faster
pace would become the new standard. If employees are paid by the quantity they
produce, they fear that management will decrease their per-unit pay if the quantity
increases.
 Workers waste much of their effort by relying on rule-of-thumb methods rather
than on optimal work methods that can be determined by scientific study of the
task.
To counter soldiering and to improve efficiency, Taylor began to conduct
experiments to determine the best level of performance for certain jobs, and what was
necessary to achieve this performance.

Time Studies
Taylor argued that even the most basic, mindless tasks could be planned in a way
that dramatically would increase productivity, and that scientific management of the work
was more effective than the "initiative and incentive" method of motivating workers. The
initiative and incentive method offered an incentive to increase productivity but placed
the responsibility on the worker to figure out how to do it.
To scientifically determine the optimal way to perform a job, Taylor performed
experiments that he called time studies, (also known as time and motion studies). These
studies were characterized by the use of a stopwatch to time a worker's sequence of
motions, with the goal of determining the one best way to perform a job.

The following are examples of some of the time-and-motion studies that were performed
by Taylor and others in the era of scientific management.
Pig Iron
If workers were moving 12 1/2 tons of pig iron per day and they could be incentivized to
try to move 47 1/2 tons per day, left to their own wits they probably would become
exhausted after a few hours and fail to reach their goal. However, by first conducting
experiments to determine the amount of resting that was necessary, the worker's manager
could determine the optimal timing of lifting and resting so that the worker could move
the 47 1/2 tons per day without tiring.
Not all workers were physically capable of moving 47 1/2 tons per day; perhaps
only 1/8 of the pig iron handlers were capable of doing so. While these 1/8 were not
extraordinary people who were highly prized by society, their physical capabilities were
well-suited to moving pig iron. This example suggests that workers should be selected
according to how well they are suited for a particular job.
The Science of Shoveling
In another study of the "science of shoveling", Taylor ran time studies to
determine that the optimal weight that a worker should lift in a shovel was 21 pounds.
Since there is a wide range of densities of materials, the shovel should be sized so that it
would hold 21 pounds of the substance being shoveled. The firm provided the workers
with optimal shovels. The result was a three to four fold increase in productivity and
workers were rewarded with pay increases. Prior to scientific management, workers used
their own shovels and rarely had the optimal one for the job.
Bricklaying
Others performed experiments that focused on specific motions, such as Gilbreth's
bricklaying experiments that resulted in a dramatic decrease in the number of motions
required to lay bricks. The husband and wife Gilbreth team used motion picture
technology to study the motions of the workers in some of their experiments.

Taylor's 4 Principles of Scientific Management


After years of various experiments to determine optimal work methods, Taylor
proposed the following four principles of scientific management:

 Replace rule-of-thumb work methods with methods based on a scientific study of


the tasks.
 Scientifically select, train, and develop each worker rather than passively leaving
them to train themselves.
 Cooperate with the workers to ensure that the scientifically developed methods
are being followed.
 Divide work nearly equally between managers and workers, so that the managers
apply scientific management principles to planning the work and the workers
actually perform the tasks.
These principles were implemented in many factories, often increasing productivity by a
factor of three or more. Henry Ford applied Taylor's principles in his automobile
factories, and families even began to perform their household tasks based on the results
of time and motion studies.

Drawbacks of Scientific Management


While scientific management principles improved productivity and had a
substantial impact on industry, they also increased the monotony of work. The core job
dimensions of skill variety, task identity, task significance, autonomy, and feedback all
were missing from the picture of scientific management.
While in many cases the new ways of working were accepted by the workers, in
some cases they were not. The use of stopwatches often was a protested issue and led to a
strike at one factory where "Taylorism" was being tested. Complaints that Taylorism was
dehumanizing led to an investigation by the United States Congress. Despite its
controversy, scientific management changed the way that work was done, and forms of it
continue to be used today.

Maslow's Hierarchy of Needs

If motivation is driven by the existence of unsatisfied needs, then it is worthwhile


for a manager to understand which needs are the more important for individual
employees. In this regard, Abraham Maslow developed a model in which basic, low-level
needs such as physiological requirements and safety must be satisfied before higher-level
needs such as self-fulfillment are pursued. In this hierarchical model, when a need is
mostly satisfied it no longer motivates and the next higher need takes its place. Maslow's
hierarchy of needs is shown in the following diagram:

Maslow's Hierarchy of Needs


Self-Actualization

Esteem Needs

Social Needs

Safety Needs

Physiological Needs

Physiological Needs
Physiological needs are those required to sustain life, such as:
 air
 water
 nourishment
 sleep
According to Maslow's theory, if such needs are not satisfied then one's
motivation will arise from the quest to satisfy them. Higher needs such as social needs
and esteem are not felt until one has met the needs basic to one's bodily functioning.

Safety
Once physiological needs are met, one's attention turns to safety and security in
order to be free from the threat of physical and emotional harm. Such needs might be
fulfilled by:
 Living in a safe area
 Medical insurance
 Job security
 Financial reserves
According to Maslow's hierarchy, if a person feels that he or she is in harm's way,
higher needs will not receive much attention.

Social Needs
Once a person has met the lower level physiological and safety needs, higher level
needs become important, the first of which are social needs. Social needs are those
related to interaction with other people and may include:
 Need for friends
 Need for belonging
 Need to give and receive love

Esteem
Once a person feels a sense of "belonging", the need to feel important arises.
Esteem needs may be classified as internal or external. Internal esteem needs are those
related to self-esteem such as self respect and achievement. External esteem needs are
those such as social status and recognition. Some esteem needs are:
 Self-respect
 Achievement
 Attention
 Recognition
 Reputation

Maslow later refined his model to include a level between esteem needs and self-
actualization: the need for knowledge and aesthetics.

Self-Actualization
Self-actualization is the summit of Maslow's hierarchy of needs. It is the quest of
reaching one's full potential as a person. Unlike lower level needs, this need is never fully
satisfied; as one grows psychologically there are always new opportunities to continue to
grow. Self-actualized people tend to have needs such as:
 Truth
 Justice
 Wisdom
 Meaning
Self-actualized persons have frequent occurrences of peak experiences, which are
energized moments of profound happiness and harmony. According to Maslow, only a
small percentage of the population reaches the level of self-actualization.

Implications for Management


If Maslow's theory holds, there are some important implications for management.
There are opportunities to motivate employees through management style, job design,
company events, and compensation packages, some examples of which follow:

 Physiological needs: Provide lunch breaks, rest breaks, and wages that are
sufficient to purchase the essentials of life.
 Safety Needs: Provide a safe working environment, retirement benefits, and job
security.
 Social Needs: Create a sense of community via team-based projects and social
events.
 Esteem Needs: Recognize achievements to make employees feel appreciated and
valued. Offer job titles that convey the importance of the position.
 Self-Actualization: Provide employees a challenge and the opportunity to reach
their full career potential.

However, not all people are driven by the same needs - at any time different
people may be motivated by entirely different factors. It is important to understand the
needs being pursued by each employee. To motivate an employee, the manager must be
able to recognize the needs level at which the employee is operating, and use those needs
as levers of motivation.

Limitations of Maslow's Hierarchy


While Maslow's hierarchy makes sense from an intuitive standpoint, there is little
evidence to support its hierarchical aspect. In fact, there is evidence that contradicts the
order of needs specified by the model. For example, some cultures appear to place social
needs before any others. Maslow's hierarchy also has difficulty explaining cases such as
the "starving artist" in which a person neglects lower needs in pursuit of higher ones.
Finally, there is little evidence to suggest that people are motivated to satisfy only one
need level at a time, except in situations where there is a conflict between needs.

Even though Maslow's hierarchy lacks scientific support, it is quite well-known


and is the first theory of motivation to which many people they are exposed. To address
some of the issues of Maslow's theory, Clayton Alderfer developed the ERG theory, a
needs-based model that is more consistent with empirical findings.
ERG Theory

To address some of the limitations of Maslow's hierarchy as a theory of


motivation, Clayton Alderfer proposed the ERG theory, which like Maslow's theory,
describes needs as a hierarchy. The letters ERG stand for three levels of needs: Existence,
Relatedness, and Growth. The ERG theory is based on the work of Maslow, so it has
much in common with it but also differs in some important aspects.

Similarities to Maslow's Hierarchy


Studies had shown that the middle levels of Maslow's hierarchy have some
overlap; Alderfer addressed this issue by reducing the number of levels to three. The
ERG needs can be mapped to those of Maslow's theory as follows:

 Existence: Physiological and safety needs


 Relatedness: Social and external esteem needs
 Growth: Self-actualization and internal esteem needs

Like Maslow's model, the ERG theory is hierarchical - existence needs have
priority over relatedness needs, which have priority over growth.. Differences from
Maslow's Hierarchy
In addition to the reduction in the number of levels, the ERG theory differs from
Maslow's in the following three ways:

 Unlike Maslow's hierarchy, the ERG theory allows for different levels of needs
to be pursued simultaneously.
 The ERG theory allows the order of the needs be different for different people.
 The ERG theory acknowledges that if a higher level need remains unfulfilled,
the person may regress to lower level needs that appear easier to satisfy. This is
known as the frustration-regression principle.

Thus, while the ERG theory presents a model of progressive needs, the
hierarchical aspect is not rigid. This flexibility allows the ERG theory to account for a
wider range of observed behaviors. For example, it can explain the "starving artist" who
may place growth needs above existence ones.

Implications for Management


If the ERG theory holds, then unlike with Maslow's theory, managers must
recognize that an employee has multiple needs to satisfy simultaneously. Furthermore, if
growth opportunities are not provided to employees, they may regress to relatedness
needs. If the manager is able to recognize this situation, then steps can be taken to
concentrate on relatedness needs until the subordinate is able to pursue growth again.
Herzberg's Motivation-Hygiene Theory
(Two Factor Theory)

To better understand employee attitudes and motivation, Frederick Herzberg


performed studies to determine which factors in an employee's work environment caused
satisfaction or dissatisfaction. He published his findings in the 1959 book The Motivation
to Work.

The studies included interviews in which employees where asked what pleased
and displeased them about their work. Herzberg found that the factors causing job
satisfaction (and presumably motivation) were different from those causing job
dissatisfaction. He developed the motivation-hygiene theory to explain these results. He
called the satisfiers motivators and the dissatisfiers hygiene factors, using the term
"hygiene" in the sense that they are considered maintenance factors that are necessary to
avoid dissatisfaction but that by themselves do not provide satisfaction.

The following table presents the top six factors causing dissatisfaction and the top
six factors causing satisfaction, listed in the order of higher to lower importance.
Factors Affecting Job Attitudes
Leading to Dissatisfaction Leading to Satisfaction
Company policy Achievement
Supervision Recognition
Relationship w/Boss Work itself
Work conditions Responsibility
Salary Advancement
Relationship w/Peers Growth

Herzberg reasoned that because the factors causing satisfaction are different from
those causing dissatisfaction, the two feelings cannot simply be treated as opposites of
one another. The opposite of satisfaction is not dissatisfaction, but rather, no satisfaction.
Similarly, the opposite of dissatisfaction is no dissatisfaction.While at first glance this
distinction between the two opposites may sound like a play on words, Herzberg argued
that there are two distinct human needs portrayed. First, there are physiological needs that
can be fulfilled by money, for example, to purchase food and shelter. Second, there is the
psychological need to achieve and grow, and this need is fulfilled by activities that cause
one to grow.

From the above table of results, one observes that the factors that determine
whether there is dissatisfaction or no dissatisfaction are not part of the work itself, but
rather, are external factors. Herzberg often referred to these hygiene factors as "KITA"
factors, where KITA is an acronym for Kick In The A..., the process of providing
incentives or a threat of punishment to cause someone to do something. Herzberg argues
that these provide only short-run success because the motivator factors that determine
whether there is satisfaction or no satisfaction are intrinsic to the job itself, and do not
result from carrot and stick incentives.
Implications for Management
If the motivation-hygiene theory holds, management not only must provide
hygiene factors to avoid employee dissatisfaction, but also must provide factors intrinsic
to the work itself in order for employees to be satisfied with their jobs.

Herzberg argued that job enrichment is required for intrinsic motivation, and that
it is a continuous management process. According to Herzberg:

 The job should have sufficient challenge to utilize the full ability of the
employee.
 Employees who demonstrate increasing levels of ability should be given
increasing levels of responsibility.
 If a job cannot be designed to use an employee's full abilities, then the firm
should consider automating the task or replacing the employee with one who has
a lower level of skill. If a person cannot be fully utilized, then there will be a
motivation problem.

Critics of Herzberg's theory argue that the two-factor result is observed because it
is natural for people to take credit for satisfaction and to blame dissatisfaction on external
factors. Furthermore, job satisfaction does not necessarily imply a high level of
motivation or productivity.
Herzberg's theory has been broadly read and despite its weaknesses its enduring
value is that it recognizes that true motivation comes from within a person and not from
KITA factors.
Douglas McGregor’s Theory X and Theory Y

In his 1960 book, The Human Side of Enterprise, Douglas McGregor proposed
two theories by which to view employee motivation. He avoided descriptive labels and
simply called the theories Theory X and Theory Y. Both of these theories begin with the
premise that management's role is to assemble the factors of production, including
people, for the economic benefit of the firm. Beyond this point, the two theories of
management diverge.

Theory X
Theory X assumes that the average person:
 Dislikes work and attempts to avoid it.
 Has no ambition, wants no responsibility, and would rather follow than lead.
 Is self-centered and therefore does not care about organizational goals.
 Resists change.
 Is gullible and not particularly intelligent.
Essentially, Theory X assumes that people work only for money and security.

Theory X - The Hard Approach and Soft Approach

Under Theory X, management approaches can range from a hard approach to a soft
approach.
The hard approach relies on coercion, implicit threats, close supervision, and tight
controls, essentially an environment of command and control. The soft appoach is to be
permissive and seek harmony with the hope that in return employees will cooperate when
asked to do so. However, neither of these extremes is optimal. The hard approach results
in hostility, purposely low-output, and hard-line union demands. The soft approach
results in ever-increasing requests for more rewards in exchange for ever-decreasing
work output.

The optimal management approach under Theory X probably would be


somewhere between these extremes. However, McGregor asserts that neither approach is
appropriate because the assumptions of Theory X are not correct.

The Problem with Theory X


Drawing on Maslow's hierarchy, McGregor argues that a satisfied need no longer
motivates. Under Theory X the firm relies on money and benefits to satisfy employees'
lower needs, and once those needs are satisfied the source of motivation is lost. Theory X
management styles in fact hinder the satisfaction of higher-level needs. Consequently, the
only way that employees can attempt to satisfy their higher level needs in their work is by
seeking more compensation, so it is quite predictable that they will focus on monetary
rewards. While money may not be the most effective way to self-fulfillment, in a Theory
X environment it may be the only way. Under Theory X, people use work to satisfy their
lower needs, and seek to satisfy their higher needs in their leisure time. But it is in
satisfying their higher needs that employees can be most productive.
McGregor makes the point that a command and control environment is not
effective society those needs already are satisfied and thus no longer are motivators. In
this situation, one would expect employees to dislike their work, avoid responsibility,
have no interest in organizational goals, resist change, etc., thus making Theory X a self-
fulfilling prophecy. From this reasoning, McGregor proposed an alternative: Theory Y.

Theory Y
The higher-level needs of esteem and self-actualization are continuing needs in
that they are never completely satisfied. As such, it is these higher-level needs through
which employees can best be motivated.Theory Y makes the following general
assumptions:
Work can be as natural as play and rest.
 People will be self-directed to meet their work objectives if they are committed
to them.
 People will be committed to their objectives if rewards are in place that address
higher needs such as self-fulfillment.
 Under these conditions, people will seek responsibility.
 Most people can handle responsibility because creativity and ingenuity are
common in the population.

Under these assumptions, there is an opportunity to align personal goals with


organizational goals by using the employee's own quest for fulfillment as the motivator.
McGregor stressed that Theory Y management does not imply a soft approach.

McGregor recognized that some people may not have reached the level of
maturity assumed by Theory Y and therefore may need tighter controls that can be
relaxed as the employee develops.
Theory Y Management Implications
If Theory Y holds, the firm can do many things to harness the motivational energy of its
employees:
 Decentralization and Delegation - If firms decentralize control and reduce the
number of levels of management; each manager will have more subordinates and
consequently will be forced to delegate some responsibility and decision
making to them.
 Job Enlargement - Broadening the scope of an employee's job adds variety and
opportunities to satisfy ego needs.
 Participative Management - Consulting employees in the decision making
process taps their creative capacity and provides them with some control over
their work environment.
 Performance Appraisals - Having the employee set objectives and participate in
the process of evaluating how well they were met.

If properly implemented, such an environment would result in a high level of


motivation as employees work to satisfy their higher level personal needs through their
jobs.

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