What motivates employees and how do the main theories explain it?
The main motivation theories (Taylor, Mayo, Maslow and Herzberg), financial and non-financial methods of motivation, and how motivation theory is applied in practice to improve performance.
A focused answer to AQA A-Level Business 3.6, covering the main motivation theories of Taylor, Mayo, Maslow and Herzberg, financial and non-financial methods of motivation, and how motivation theory is applied in practice to improve performance.
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What this dot point is asking
AQA wants you to explain the four named motivation theories (Taylor, Mayo, Maslow and Herzberg), describe financial and non-financial methods of motivation, and apply the theories to improve performance in a real context. Higher-mark questions almost always ask you to use a named theory rather than just describe it.
Taylor and Mayo
Taylor's approach raises output in repetitive, measurable work but treats people as machines and can demotivate skilled or creative staff. Mayo's contribution was to show that simply giving workers attention and a sense of belonging lifted productivity, which opened the way to the later theories.
Maslow's hierarchy
In practice a firm meets physiological and safety needs through fair pay and secure, safe work; social needs through teamwork; esteem through recognition and responsibility; and self-actualisation through challenging, developmental roles. The criticism is that needs do not always rise in a neat order and people differ.
Herzberg's two-factor theory
Herzberg split influences into hygiene factors (pay, working conditions, company policy, supervision, job security), which only prevent dissatisfaction when adequate, and motivators (achievement, recognition, responsibility, the work itself, advancement), which actively create satisfaction. His key claim is that improving hygiene factors removes complaints but does not motivate; lasting motivation comes from enriching the job. This is why pay rises often have only a short-lived effect on effort.
Methods of motivation in practice
Financial methods include time and piece rates, salaries, commission, bonuses, profit-sharing and fringe benefits. Non-financial methods include job enrichment (more challenging, complete work), job enlargement (a wider range of tasks), job rotation, empowerment, delegation and teamworking. The best mix applies the theories to the actual workforce and the budget.
Exam-style practice questions
Practice questions written in the style of AQA exam questions on this dot point, with worked answer explainers. The year tag is the paper they imitate, not the source.
AQA 20199 marksUsing Herzberg's two-factor theory, analyse how a software firm could improve the motivation of its developers. (9 marks)Show worked answer →
Use the theory's structure as the spine of the answer.
Herzberg splits influences into hygiene factors (pay, working conditions, company policy, supervision, job security), which only remove dissatisfaction if adequate, and motivators (achievement, recognition, responsibility, the work itself, advancement), which actively create satisfaction. The implication is that fixing pay or offices alone does not motivate; lasting motivation comes from the job itself.
Applied to developers: the firm should first ensure hygiene factors are not a source of grievance (competitive salaries, decent tools and conditions). Then it builds in motivators: giving developers ownership of features (responsibility), recognising shipped work, offering technically challenging projects (the work itself), and clear advancement to senior or lead roles. This should raise genuine motivation and so retention and code quality, in a labour market where skilled developers are scarce.
Markers reward correct use of the hygiene versus motivator split, application to a software firm, and a chain from motivators to a performance outcome.
AQA 20176 marksExplain how a business could use the ideas of Mayo to improve employee motivation. (6 marks)Show worked answer →
Mayo's human relations theory came from the Hawthorne studies, which found that workers became more productive when managers took an interest in them and when they worked in cohesive groups, regardless of physical conditions. The lesson is that social needs, recognition and a sense of belonging drive motivation alongside pay.
A business could apply this by organising staff into teams, encouraging social interaction, consulting workers and showing managers take an interest in them. This should raise morale, cooperation and productivity. Markers reward an accurate summary of the Hawthorne finding (attention and group belonging matter) and at least one concrete, applied method linked to a motivation outcome.
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Sources & how we know this
- AQA A-level Business (7132) specification — AQA (2015)