TAYLOR'S CLASSIC PERSPECTIVE

Contrast Taylor's classic perspective

Taylor's classic perspective

Taylor's Perspective of Managing Motivation

It is not possible to study the theories of motivation not to mention Taylor's theories of "scientific management" or the "hierarchy of needs" by Maslow. According to Taylor the effort and economic compensation to workers must be properly compensated, that is, the first thing that motivates workers is the opportunity to earn as much as possible. That is why the manager must design and coordinate the work so that offers the possibility for workers to increase their income based on the effort required. The rates of productivity and performance and financial incentives are directly proportional. Scientific management is the division of labor where tasks divided into small tasks performed by unskilled labor a very specialized compared to other levels in the mass production system. This generally leads to a continuous turnover of labor, absenteeism and lack of cooperation which, as mentioned above, the symptoms of low motivation and morale of the worker (Porter, 1968, pp. 2). This negative reaction of workers in the focus of its work through scientific management was what prompted other scientists to look for alternative theories of motivation not rely or depend exclusively on the economic aspect. The "Hierarchy of Needs" by Maslow has been studied previously. The important thing to remember is that an adult is subject to all requirements and can not be abstracted only in work and put aside their basic needs. The worker goes to work with its five levels of need and try to satisfy them through it. Managerial responsibility is to provide an opportunity for employees of your company to meet all their needs through work. The various techniques employed are discussed elsewhere in this course. But it should be noted here that the techniques can apply to workers in an action level may fail miserably if applied in a worker from another level. For example: Level 5 employees are motivated by the challenge, the degree of difficulty and the chance to succeed, are people who risk are motivated and encouraged. On the contrary, an employee at Level 2 will oppose with all their might to the proposed changes (Priola, 2004, pp. 421).

The job enrichment: Hertzberg (1971)

The fragmentation of labor, a consequence of the OST, quickly showed its limitations due to lack of interest in the running for his task, the erosion of motivation. Psychologists ...