Classic and modern theories of motivation. Theories for PMP exam. Theories for practicing managers, leaders, project managers. Recap of different theories. Current cutting edge motivation theories.

1. MOTIVATION THEORIES
2016
Classic and modern. Prepared by Svetlana Lyons

2. TABLE OF CONTENTS
Contents
20th Century_______________________________________________________________________________________________ 1
Frederick Taylor's Theory of Scientifc Management ____________________________________________________________ 1
Mayo's Theory of Human Relations ______________________________________________________________________________ 1
Maslow’s Hierarchy of Needs _____________________________________________________________________________________ 1
Herzberg Motivation-Hygiene theory ____________________________________________________________________________ 1
Mcregor Theory X and Theory Y__________________________________________________________________________________ 2
21st Century_______________________________________________________________________________________________ 3
Daniel Pink Self-Determination Theory__________________________________________________________________________ 3
Paul Marciano RESPECT___________________________________________________________________________________________ 4
Ken Blanchard ABLE_______________________________________________________________________________________________ 4
David Rock SCARF Model _________________________________________________________________________________________ 4

3. MOTIVATION THEORIES
Page 1
20th Century
FREDERICK TAYLOR'S THEORY OF SCIENTIFC MANAGEMENT
- Most workers are motivated solely by the pay they receive for the work they do.
- Most workers do not enjoy the work they do.
- Workers only perform when given the direct reward of monetary payment.
MAYO'S THEORY OF HUMAN RELATIONS
- Pay alone was not sufficient to motivate employees to put forth their best effort.
- Give attention to employees in order for them to produce their best work.
MASLOW’S HIERARCHY OF NEEDS
- Human beings have basic needs and that people need to meet lower-level needs before they can move onto the next
level of needs.
-
HERZBERG MOTIVATION-HYGIENE THEORY
The two aspects to the work environment are hygiene and motivation. He stated that hygiene factors do not motivate a worker
to perform. However, the way they are implemented — or not implemented — can lead to employee dissatisfaction. On the
other hand, motivation factors lead to higher individual performance.
Hygiene Factors Motivation Factors
Policies Achievement
Administration Recognition
Working conditions Growth
Salary Advancement
Status Interest in the job
Supervision Job challenge
Security

4. MOTIVATION THEORIES
Page 2
MCREGOR THEORY X AND THEORY Y
Theory X and Theory Y describe two different types of workers and how they should be managed. Theory X states that
management believes that workers will do as little as possible to get by, and thus need a great deal of direction. Theory Y states
that management believes that workers are interested in doing their best and, given the freedom, will perform well.
Theory X Theory Y
Dislike work
Lazy
Must be forced to work
Unambitious
Values only security
Likes working
Efforts at work is natural
Accept and seek responsibility
High degree creativity, imagination
Achieving objectives is a reward itself

5. MOTIVATION THEORIES
Page 3
21st Century
DANIEL PINK SELF-DETERMINATION THEORY
http://www.danpink.com/drive-the-summaries/
When it comes to motivation, there is a gap between what science knows and what business does. Our current business
operating system–which is built around external, carrot-and-stick motivators–does not work and often does harm. We need an
upgrade. And the science shows the way. This new approach has three essential elements:
Autonomy – the desire to direct our own lives.
Mastery — the urge to get better and better at something that matters.
Purpose — the yearning to do what we do in the service of something larger than ourselves.
Type X Type I
Dislike work
Lazy
Must be forced to work
Unambitious
Values only security
Likes working
Efforts at work is natural
Accept and seek responsibility
High degree creativity, imagination
Achieving objectives is a reward itself

6. MOTIVATION THEORIES
Page 4
PAUL MARCIANO RESPECT
http://www.paulmarciano.com/respect-model/
Promotions, trips and perks lead to temporary increases in performance, not enduring changes in commitment and continuous
improvement. Corporate vitality depends on creating a culture that leads to committed, loyal, and engaged employees, and
“carrot and stick” approaches just will not get you there.
Recognition: Thanking employees and acknowledging their contributions on a daily basis.
Empowerment: Providing employees with the tools, resources, training, and information they need to be successful.
Supportive feedback: Giving ongoing performance feedback — both positive and corrective.
Partnering: Fostering a collaborative working environment.
Expectation setting: Establishing clear performance goals and holding employees accountable.
Consideration: Demonstrating thoughtfulness, empathy, and kindness.
Trust: Demonstrating faith and belief in their employees’ skills, abilities, and decisions.
KEN BLANCHARD ABLE
http://www.kenblanchard.com/Leading-Research/Research/Building-Trust
There are four key elements that leaders need to be aware of when they are looking at building or restoring trust with the
people they lead. The four elements are: Able, Believable, Connected, and Dependable. With ABCD Trust Model, individuals can
create action plans to increase the level of trust in relationships or repair damaged relationships where trust has been broken.
Able – demonstrate competence
Believable – act with integrity
Connected – care about others
Dependable – maintain reliability
DAVID ROCK SCARF MODEL
https://neuroleadership.com/
The SCARF® Model is a brain-based framework designed to enhance self and social awareness and improve the quality of daily
interactions. The idea is that our brain will make use behave in ways that try to minimize perceived threats and maximize
rewards; and that the brain reacts in the same way to social needs as to our primary needs like food and water.
Status - relative importance to others.
Certainty - being able to predict the future.
Autonomy - provides people a sense of control over events.
Relatedness - a sense of safety with others.
Fairness - a perception of fair exchanges between people.