How Can Leaders Motivate Staff In Order To Improve Productivity And Job Satisfaction?

How can leaders motivate staff in order to improve productivity and job satisfaction? The purpose of this essay is to highlight the use of management theories in relation to productivity and job satisfaction. This essay shall discuss how leaders can motivate employees in order to improve the overall productivity and job satisfaction. I will be looking at theories in relation to how they are categorised, also how different management theories can be implemented by a leader.The essay will analyse both the intrinsic and extrinsic factors that are relative to applicable management theories and from the analysis there will be a justification of methods the writer believes to be the most suitable for the leadership and motivation of employees. The ‘Classical Perspective’ was exercised by theorists such as Frederick Taylor and Henri Fayol who both incorporated aspects of the classical approach into their management theories.The approach has specific characteristics that make it simple to distinguish which theories can be associated; the general idea is that theorists using the classical approach viewed the employees as components of a production process rather than as individuals. The classical management style they applied to their theories ensured that the focus was entirely on an individual’s extrinsic needs such as; monetary incentives, level of working conditions, labour division and quantity.The theorists concentrated on aspects such as systematic analysis, remuneration, hierarchical structure and the use of autocratic leadership. 1 Frederick Taylor’s theory of Scientific Management suggests that a worker’s productivity will increase when given monetary incentives. Taylor believed that the employees would be motivated to produce more if paid for the completion of a task. Taylor measured and timed tasks in order to find an average completion time; if workers exceeded that they were to be paid extra.Roles were concise; managers to plan and train, and workers to perform. A leader of a manufacturing company could implement Taylor’s idea of a ‘piece-rate system’ with the intention of motivating the staff to improve productivity. Job satisfaction may potentially increase for some of the employees; specifically the individuals that have the correct skills to produce more as they will be receiving a higher salary.2 3 Henri Fayol’s theory of Classical Management was concerned with competence on an organisational level, Fayol devised 14 Principles of Management that he believed explained how managers should organise and communicate with employees. Fayol’s principles involved the use of discipline, autocratic leadership, teams having the same objective with one manager and one plan, the importance of group interests over individual interests, remuneration, hierarchical structure, good working conditions and stability of labour turnover.Using Fayol’s principles could help a lea der guarantee that workers are correctly organised whilst ensuring the workers are motivated to improve their productivity and job satisfaction. 4 5 The introduction of monetary incentives based upon work output (remuneration) could motivate employees to produce more whilst increasing their job satisfaction, as they would receiving higher pay. Delegating controlled freedom could improve the employee’s productivity and job satisfaction as they may feel they have more of an opportunity to contribute, potentially increasing their work output.Promoting team spirit and unity within a workplace may improve job satisfaction and productivity as working in a team allows all of the collective members to contribute complementary skills to the overall task and as a result the overall output and performance of each individual may increase; if work output and performance increases the individual’s self-esteem is likely to increase alongside job satisfaction.Ensuring stability of ten ure may motivate improvement of productivity and job satisfaction, if an employee feels their job is secure then they are likely to be happier in the role and are also likely to focus on the work more as they will be worrying and focusing less on potential redundancy or dismissal. 6 7 In addition to the Classical Perspective there’s also the Humanistic Perspective consisting of three subfields; Human Relations, Human Resources and Behaviour Sciences.Theorists such as Abraham Maslow and Elton Mayo integrated the Humanistic Approach into their management theories. There are specific factors that distinguish whether a theory uses the Humanistic Perspective; the humanistic approaches all emphasise the importance of understanding human behaviour, needs and attitude within the working environment. The Humanistic Perspective focuses on both extrinsic and intrinsic factors of an individual. The central idea is that the human needs are the conclusive factor to achieving efficiency wit hin an organisation.Elton Mayo’s association with the ‘Hawthorne Studies’ provided a stimulating effect to the understandings of the human factor at work. The focus within Elton Mayo’s studies was on the worker rather than the work; this was revolutionary as previous theorists had only concentrated on the labour. Elton Mayo initially carried out a study into physical working conditions and productivity but his results ended up being a series of studies into social factors.The results from Elton Mayo’s studies showed that the initial factors of analysis such as working conditions were not influencing the employee’s increase in productivity and motivation; it was the fact the workers were responding to being the centre of attention, a member of a team and feeling a sense of recognition. The findings showed that social relationships in the workplace were just as important as monetary incentives and good working conditions relating to the product ivity and job satisfaction of an employee.Elton Mayo’s studies were more factual than theoretical; the findings provided a clear representation of the importance of social factors at work. A leader could apply some of Mayo’s ideas into their management techniques in order to improve productivity and job satisfaction. If the workers are given recognition they are likely to feel more motivated to increase their productivity; a manager’s relationship and focus on the individuals will also provide them with the feeling of being centre of attention which is likely to increase their work output if they know they are being supervised.If a manager were to apply the action of team work into their organisation then the workers may feel a sense of unity; building good colleague relations may increase the employee’s job satisfaction. Working in a team allows all the individuals to contribute their complementary skills potentially resulting in overall better working p erformance; if working performance increases and the employees are given recognition they are likely to continue their hard work and also increase job satisfaction.Another essential theorist that used the Humanistic Approach within their management theory was Abraham Maslow. Maslow studied human motivation; his findings gave him the incentive to develop a hierarchical model relating to human needs. Maslow’s theory influenced the development of management in the 1950s/60s; the simplicity of the model and the idea of levelled needs made it a favourable approach to managers. Maslow’s ‘Hierarchy of Needs’ consists of five levels of needs (physiological, safety, belongingness and love, esteem and self-actualisation), it is organised in order of influence upon theindividual. The stronger needs (physiological and safety) are at the bottom of the hierarchy and the weaker needs (belongingness and love, esteem and self-actualisation) are at the top. 13 14 15 The the ory puts forth the idea that if an individual’s stronger needs are threatened then they cannot begin to fulfil the weaker needs. The theory suggests that if a category of needs is not met then the individual cannot proceed to fulfil the higher level needs, this is due to the unsatisfied needs being dominant.Maslow’s theory relates to motivation in regards to productivity and job satisfaction; an individual cannot be motivated to be productive if certain needs are threatened or not met. An individual may not be satisfied in their job if needs are threatened or not met, theoretically it is crucial for a manager to ensure a worker’s needs are met if they want them to increase their productivity. 16 17 18 The Hierarchy of needs provides useful framework for managers relating to the ways in which the employee’s motivation can be met.Although the systematic movement from the bottom to top of the hierarchy is not necessarily representative of all individuals the theory still provides an outline for managers to use when trying to motivate employees. If a manager ensures that the employee’s physiological, safety and belonging needs are met within the work place then the individual is likely to be motivated towards the esteem needs such as the desire for achievement, adequacy, mastery, competence, recognition, attention and glory.If the individual is motivated towards the esteem needs they are likely to increase their productivity as it is relevant to the desires of the category. If the individual esteem needs are being met then the individual is likely to feel a sense of job satisfaction as feelings such as glory, achievement and recognition provide positive emotion. If a manager regularly ensures the individual’s needs are being met and exceeded their motivation for productivity and job satisfaction will theoretically increase.In conclusion it is clear that both perspectives of management can be effective when increasing an em ployee’s productivity and job satisfaction. The classical approach can in theory increase an individual’s productivity and job satisfaction although the way in which the manager’s view the individuals as human machines potentially degrades the individuals and as a result their job satisfaction could decrease. The theories developed by Taylor and Fayol may only be applicable to specific job sectors such as factory work; if a manager applied the use of piece-rate and division of work it may not be relevant for use.The humanistic approach is likely to increase productivity and job satisfaction however the systematic movement in Maslow’s hierarchy does not necessarily apply to the diverse range of personalities of individuals. Mayo’s findings may also be biased due to the sector he researched; therefore they may not relate to productivity and job satisfaction in all fields. Overall if a manager were to combine the most relevant ideas from both humanist ic and classical theories they could then ensure their management style is applicable to the sector of work. How can leaders motivate staff in order to improve productivity and job satisfaction? How can leaders motivate staff in order to improve productivity and job satisfaction? The purpose of this essay is to highlight the use of management theories in relation to productivity and job satisfaction. This essay shall discuss how leaders can motivate employees in order to improve the overall productivity and job satisfaction. I will be looking at theories in relation to how they are categorised, also how different management theories can be implemented by a leader.The essay will analyse both the intrinsic and extrinsic factors that are relative to applicable management theories and from the analysis there will be a justification of methods the writer believes to be the most suitable for the leadership and motivation of employees. The ‘Classical Perspective’ was exercised by theorists such as Frederick Taylor and Henri Fayol who both incorporated aspects of the classical approach into their management theories.The approach has specific characteristics that make it simple to distinguish which theories can be associated; the general idea is that theorists using the classical approach viewed the employees as components of a production process rather than as individuals. The classical management style they applied to their theories ensured that the focus was entirely on an individual’s extrinsic needs such as; monetary incentives, level of working conditions, labour division and quantity.The theorists concentrated on aspects such as systematic analysis, remuneration, hierarchical structure and the use of autocratic leadership. 1 Frederick Taylor’s theory of Scientific Management suggests that a worker’s productivity will increase when given monetary incentives. Taylor believed that the employees would be motivated to produce more if paid for the completion of a task. Taylor measured and timed tasks in order to find an average completion time; if workers exceeded that they were to be paid extra.Roles were concise; managers to plan and train, and workers to perform. A leader of a manufacturing company could implement Taylor’s idea of a ‘piece-rate system’ with the intention of motivating the staff to improve productivity. Job satisfaction may potentially increase for some of the employees; specifically the individuals that have the correct skills to produce more as they will be receiving a higher salary.2 3 Henri Fayol’s theory of Classical Management was concerned with competence on an organisational level, Fayol devised 14 Principles of Management that he believed explained how managers should organise and communicate with employees. Fayol’s principles involved the use of discipline, autocratic leadership, teams having the same objective with one manager and one plan, the importance of group interests over individual interests, remuneration, hierarchical structure, good working conditions and stability of labour turnover.Using Fayol’s principles could help a lea der guarantee that workers are correctly organised whilst ensuring the workers are motivated to improve their productivity and job satisfaction. 4 5 The introduction of monetary incentives based upon work output (remuneration) could motivate employees to produce more whilst increasing their job satisfaction, as they would receiving higher pay. Delegating controlled freedom could improve the employee’s productivity and job satisfaction as they may feel they have more of an opportunity to contribute, potentially increasing their work output.Promoting team spirit and unity within a workplace may improve job satisfaction and productivity as working in a team allows all of the collective members to contribute complementary skills to the overall task and as a result the overall output and performance of each individual may increase; if work output and performance increases the individual’s self-esteem is likely to increase alongside job satisfaction.Ensuring stability of ten ure may motivate improvement of productivity and job satisfaction, if an employee feels their job is secure then they are likely to be happier in the role and are also likely to focus on the work more as they will be worrying and focusing less on potential redundancy or dismissal. 6 7 In addition to the Classical Perspective there’s also the Humanistic Perspective consisting of three subfields; Human Relations, Human Resources and Behaviour Sciences.Theorists such as Abraham Maslow and Elton Mayo integrated the Humanistic Approach into their management theories. There are specific factors that distinguish whether a theory uses the Humanistic Perspective; the humanistic approaches all emphasise the importance of understanding human behaviour, needs and attitude within the working environment. The Humanistic Perspective focuses on both extrinsic and intrinsic factors of an individual. The central idea is that the human needs are the conclusive factor to achieving efficiency wit hin an organisation.Elton Mayo’s association with the ‘Hawthorne Studies’ provided a stimulating effect to the understandings of the human factor at work. The focus within Elton Mayo’s studies was on the worker rather than the work; this was revolutionary as previous theorists had only concentrated on the labour. Elton Mayo initially carried out a study into physical working conditions and productivity but his results ended up being a series of studies into social factors.The results from Elton Mayo’s studies showed that the initial factors of analysis such as working conditions were not influencing the employee’s increase in productivity and motivation; it was the fact the workers were responding to being the centre of attention, a member of a team and feeling a sense of recognition. The findings showed that social relationships in the workplace were just as important as monetary incentives and good working conditions relating to the product ivity and job satisfaction of an employee.Elton Mayo’s studies were more factual than theoretical; the findings provided a clear representation of the importance of social factors at work. A leader could apply some of Mayo’s ideas into their management techniques in order to improve productivity and job satisfaction. If the workers are given recognition they are likely to feel more motivated to increase their productivity; a manager’s relationship and focus on the individuals will also provide them with the feeling of being centre of attention which is likely to increase their work output if they know they are being supervised.If a manager were to apply the action of team work into their organisation then the workers may feel a sense of unity; building good colleague relations may increase the employee’s job satisfaction. Working in a team allows all the individuals to contribute their complementary skills potentially resulting in overall better working p erformance; if working performance increases and the employees are given recognition they are likely to continue their hard work and also increase job satisfaction.Another essential theorist that used the Humanistic Approach within their management theory was Abraham Maslow. Maslow studied human motivation; his findings gave him the incentive to develop a hierarchical model relating to human needs. Maslow’s theory influenced the development of management in the 1950s/60s; the simplicity of the model and the idea of levelled needs made it a favourable approach to managers. Maslow’s ‘Hierarchy of Needs’ consists of five levels of needs (physiological, safety, belongingness and love, esteem and self-actualisation), it is organised in order of influence upon theindividual. The stronger needs (physiological and safety) are at the bottom of the hierarchy and the weaker needs (belongingness and love, esteem and self-actualisation) are at the top. 13 14 15 The the ory puts forth the idea that if an individual’s stronger needs are threatened then they cannot begin to fulfil the weaker needs. The theory suggests that if a category of needs is not met then the individual cannot proceed to fulfil the higher level needs, this is due to the unsatisfied needs being dominant.Maslow’s theory relates to motivation in regards to productivity and job satisfaction; an individual cannot be motivated to be productive if certain needs are threatened or not met. An individual may not be satisfied in their job if needs are threatened or not met, theoretically it is crucial for a manager to ensure a worker’s needs are met if they want them to increase their productivity. 16 17 18 The Hierarchy of needs provides useful framework for managers relating to the ways in which the employee’s motivation can be met.Although the systematic movement from the bottom to top of the hierarchy is not necessarily representative of all individuals the theory still provides an outline for managers to use when trying to motivate employees. If a manager ensures that the employee’s physiological, safety and belonging needs are met within the work place then the individual is likely to be motivated towards the esteem needs such as the desire for achievement, adequacy, mastery, competence, recognition, attention and glory.If the individual is motivated towards the esteem needs they are likely to increase their productivity as it is relevant to the desires of the category. If the individual esteem needs are being met then the individual is likely to feel a sense of job satisfaction as feelings such as glory, achievement and recognition provide positive emotion. If a manager regularly ensures the individual’s needs are being met and exceeded their motivation for productivity and job satisfaction will theoretically increase.19 20 21 In conclusion it is clear that both perspectives of management can be effective when increas ing an employee’s productivity and job satisfaction. The classical approach can in theory increase an individual’s productivity and job satisfaction although the way in which the manager’s view the individuals as human machines potentially degrades the individuals and as a result their job satisfaction could decrease. The theories developed by Taylor and Fayol may only be applicable to specific job sectors such as factory work; if a manager applied the use of piece-rate and division of work it may not be relevant for use.The humanistic approach is likely to increase productivity and job satisfaction however the systematic movement in Maslow’s hierarchy does not necessarily apply to the diverse range of personalities of individuals. Mayo’s findings may also be biased due to the sector he researched; therefore they may not relate to productivity and job satisfaction in all fields. Overall if a manager were to combine the most relevant ideas from both humanistic and classical theories they could then ensure their management style is applicable to the sector of work.