The scientific management theory is created to give managers guidance on how to manage and motivate employees. Taylor’s theory stresses that employees should be assigned to perform one specific task, scientific methods are used to find one best way to perform a task, managers directly supervise employees and employees are paid based on their performance. The main motivation factor for employees is monetary gains.

The key thinker of this theory is Fredrick Taylor.

There are four principles of Taylor’s scientific management theory. That includes: 1)Scientific methods are used to discover the most efficient way to perform a task 2) Clear division of responsibilities 3) Performance-based pay 4) Rigid hierarchy and strict surveillance of employees.

The key benefits of this theory for the company and employees are that per-unit costs are reduced due to the large scale production. Better quality products are produced as employees are each specialised to perform a specific task and wages are higher for the hardworking employees.

This is an advantage for managers as they can have control of employees and be exactly aware of their work performance. For managers, it makes it easier to monitor employees.

 Harry Braverman

The scientific management theory is usually implemented in businesses that follow a bureaucratic management structure. Examples of industries include manufacturing plants, car industries, some hospitals and fast food chains.

Mcdonald’s is a real-life example of an industry that follows scientific management theory in its daily functions. That includes workers being divided into separate tasks to make a burger. For example, one worker grills meat, another puts condiments, packs and other workers are responsible for serving customers and handling payments.

 Herzberg’s motivation-hygiene theory consists of both motivation and hygiene factors. The motivation factors are there for employees to be engaged and motivated to work. While hygiene is an essential factor that employees expect to receive in every workplace.

Maslow's theory is a motivation theory. This theory is called the hierarchy of needs theory.

Each level of needs falls into one of three different categories. Which are Basic needs - Physiological and safety needs. Psychological needs - Love and belonging and esteem needs. Self-fulfilment - self-actualization.

The level of self-actualization may not be achieved by everyone as it is not an essential need as not everyone will be able to be aware of their true potential and ability to achieve their ideal self.

Maslow's theory will motivate employees as employees will be motivated to work and earn money to achieve basic needs. Later employees will be motivated to make social connections at work and gain respect from co-workers as they get promoted in their job, etc. Later, some employees can realize their true potential of achieving senior roles. These factors will motivate employees towards working hard. 

The key strengths of Maslow's theory are that theory is simple to understand, acknowledges human nature and is relevant in all fields.

The weaknesses of Maslow's theory are that theory fails to acknowledge that humans come from different cultural and social backgrounds and that people can be motivated by intrinsic rewards. Additionally, that the achievement of needs cannot be measured empirically.

 Maslow's theory is easy to understand as the majority of individuals can emphasize with this theory. For example, low-skilled workers may be concerned about earning a salary to satisfy basic needs such as food and shelter. While senior executives will be aiming to achieve their ideal self by attaining self-actualization needs.

The key differences between Herzberg's and Maslow's motivation theories are: That Maslow's theory focuses on achieving human needs while Herzberg's focuses on reward, recognition and employment conditions. Moreover, Maslow's theory is organized from basic to higher needs. While Herzberg's theory does not have a specific structure and only focuses on the higher needs. Maslow's theory believes that satisfaction comes from the fulfilment of needs while Herzberg's theory acknowledges factors that cause satisfaction and dissatisfaction.

The difference in how theories are presented is that Maslow's theory is presented in the hierarchical order. Basic needs are at the bottom and higher-level needs are at the top of the hierarchy. Herzberg's motivation theory has two categories of motivation and hygiene factors, which are not presented in any specific order.

Herzberg’s theory has two different names. Firstly, it can be called Herzberg’s motivation-hygiene theory. Secondly, it can also be named Herzberg’s two-factor theory.

 Hygiene factors are maintenance factors that do not necessarily add additional motivation to employees but these factors prevent employees from being dissatisfied. Example of these factors is salary, working conditions, policies, supervision, etc.

The answer is no, salary is a hygiene factor. In Herzberg’s theory salary is not directly related to employees’ motivation however the absence of appropriate salary can cause employees’ dissatisfaction.

An example of hygiene factor implementation in the workplace is when a company removes or improves poor company policies, improves working conditions, introduces competitive or higher salaries, provides job security etc.

The workplace should implement motivation factors as these factors will engage and motivate employees towards work and make them want to work harder. These factors include growth and development opportunities for employees, making work interesting and engaging etc.

Other theories or managers may have a belief that monetary factors are the ones that increase employees’ motivation. However, according to Herzberg’s theory monetary benefits do not directly motivate employees and instead prevent workers’ dissatisfaction. Therefore, only focusing on implementing monetary benefits as a primary motivation factor may not be successful. Herzberg found that motivation factors other than monetary benefits such as promotion, recognition, interest in work and advancement are the ones that increase employee motivation and engagement.

Herzberg’s theory does not consider that external factors can impact employees’ satisfaction and dissatisfaction at work. For example, if competitor organisations provide higher salaries for employees than your business it may cause employees to be dissatisfied and unmotivated towards work.

Incentives are rewards and techniques that are used to motivate employees to encourage certain behaviours that are beneficial to the businesses 

The different incentive kinds are identified as Financial and Non-financial incentives.

The long term incentive plans usually last from 2 to 5 years.

The common examples of LTIPs are retirement and stock option plans.

 An example of a compensation incentive is when the sales manager uses bonuses to encourage employees to sell more company’s products or services. 

Usually in sales or similar roles where employees are focused on maximising the sold units of companies products and services.

Evaluation of incentives is an important process as it can assist business managers in choosing the best-fitted incentive packages for the employees.

All employees will receive benefits as soon as their start working for the company. These benefits can be in a form of private insurance plans or free meals provided by the company.

Bonuses are backwards-looking.

Financial incentives are the monetary rewards usually offered by businesses to employees once they achieve the set targets or goals.

Non-financial incentives are aimed at improving employees’ performance by offering them non-monetary motivational methods.