HistoricalPerspective of Organisational Theory and Motivation
Thelast century witnessed the evolution of the motivation theories(Stojkovic,Kalinich, & Klofas, 2014, p. 132).This development occurred simultaneously with the industrialrevolution, the expansion of governments, and the growth of largeorganizations. An examination of early classical theorists like HenryFayol reveals that their management ideas had a substantial impact onthe perception of motivation and how the workforce is encouraged towork in the organizational setting in modern times.
Theclassical writers believed that a centralized management system andcoordinated management activities were critical to bolsteringefficiency in the workplace (Yang,Liu, & Wang, 2013, p. 4470).Also, the classical writers asserted that the proper role ofmanagement in organizations was delineating the lines of authority,developing a chain of command, and highlighting the rules andregulations that control employee behavior. Thus, deducing from thisviewpoint, motivation was a product of the manner in which themanagement defined the lines of authority, the job descriptions ofworkers, and company expectations (Stojkovic,Kalinich, & Klofas, 2014, p. 132).
Proponentsof the human relations school shifted focus from employees just beingviewed as workers to the manner in which they fitted into the variousorganizational roles (Stojkovic,Kalinich, & Klofas, 2014, p. 132).Motivation, in this context, was viewed as an interactive processbetween supervisors and workers. In essence, the manner in whichsupervisors treated employees, in addition to how the relationsbetween these groups were harnessed to realize company goals, wasemphasized.
Later,the advocates of the behavioral school of management highlighted theimportance of leadership behavior in shaping administrative actions(Stojkovic,Kalinich, & Klofas, 2014, p. 133).Organizations that subscribed to this viewpoint believed thatsupervising and interacting with employees appropriately improvedemployee motivation. Today, motivation and critical concerns amongstadministrators, for instance, job design and leadership, go hand inhand.
Stojkovic,S., Kalinich, D., & Klofas, J. (2014). CriminalJustice Organizations: Administration and Management (6thed., p. 132). Cengage Learning.
Yang,C., Liu, H., & Wang, X. (2013). Organization Theories: FromClassical to Modern. JournalOf Applied Sciences, 13(21),4470-4476. http://dx.doi.org/10.3923/jas.2013.4470.4476