Management, Motivation and Quality Theories questions for the ASP
ASP Domain 8: Training, Education, and Communication (8.3 Positive safety culture; 8.7 Human risk factors (behavior, motivation)). 3 free questions below. Every answer quotes and links the source document it comes from.
Written lesson
Management, Motivation and Quality Theories, 6 min read. Included with every ASP pass.
This lesson covers the classic management and motivation theories the CSP blueprint names in Domain 2, and how they show up in safety decisions. It matters because exam questions describe a manager's behavior and ask which theory it reflects.
Sources covered
- Deming, W. E., Out of the Crisis (MIT Press), pp. 23-24, via The W. Edwards Deming Institute Deming's 14 Points for Management
- Herzberg, F., One More Time: How Do You Motivate Employees? Harvard Business Review (1968; reprinted 2003) One More Time: How Do You Motivate Employees?
- Maslow, A. H., A Theory of Human Motivation, Psychological Review 50 (1943), 370-396 A Theory of Human Motivation
- Pringle, Starr & McCavitt, Electronic Media Management, 3rd ed. (Focal Press, 1995), p. 9, Fig. 1-2, reprinting McGregor, The Human Side of Enterprise (1960), pp. 33-34, 47-48 McGregor's Theory X and Theory Y
Guidance documents are quoted from the published edition linked above; they are recommendations, not regulations.
Question 1
A plant manager who holds Theory Y assumptions sees that the maintenance crew shows little commitment to a new injury-reduction goal. Crew members already work hard and are able to direct their own tasks. Nothing in the current system gives them anything in return for meeting the goal. Which action fits the manager's assumptions?
Show answer and source: Pringle, Starr & McCavitt, Electronic Media Management, 3rd ed. (Focal Press, 1995), p. 9, Fig. 1-2, reprinting McGregor, The Human Side of Enterprise (1960), pp. 33-34, 47-48, PDF p. 1
Answer: C. Review what the crew gains when the injury-reduction goal is achieved
In McGregor's Theory Y, commitment to objectives depends on the rewards tied to achieving them. So the manager should look at the rewards for this goal. Threatening discipline, removing responsibility, and assuming the crew dislikes work are all Theory X ideas, which Theory Y does not support.
Answer C comes from
Pringle, Starr & McCavitt, Electronic Media Management, 3rd ed. (Focal Press, 1995), p. 9, Fig. 1-2, reprinting McGregor, The Human Side of Enterprise (1960), pp. 33-34, 47-48, PDF p. 1(opens worldradiohistory.com in a new tab)“Commitment to objectives is a function of the rewards associated with their achievement.”
Question 2
A company spends money to improve lighting, ventilation and break-room comfort in its assembly area. Management wants to know how Herzberg would classify this change. Which classification is correct?
Show answer and source: Herzberg, F., One More Time: How Do You Motivate Employees? Harvard Business Review (1968; reprinted 2003), PDF p. 1
Answer: C. A hygiene factor, extrinsic to the job and tied to avoiding dissatisfaction
Herzberg lists working conditions among the hygiene factors, which are extrinsic to the job and tied to avoiding dissatisfaction. Motivators are intrinsic factors such as achievement, recognition, the work itself, responsibility and growth. Better lighting and comfort give neither recognition nor added responsibility.
On the job
At a bottling plant, an EHS manager reviews a proposal to add air conditioning and brighter fixtures on the packaging line. Using Herzberg's framework, she classifies working conditions as a hygiene factor, extrinsic to the job and tied to avoiding dissatisfaction. She notes the upgrade will remove a source of complaints, and she plans separate steps, such as recognition programs and added responsibility, to address motivators.
Study aid, not site-specific safety advice. The official rule controls.
Answer C comes from
Herzberg, F., One More Time: How Do You Motivate Employees? Harvard Business Review (1968; reprinted 2003), PDF p. 1(opens pdodds.w3.uvm.edu in a new tab)“The dissatisfaction-avoidance or hygiene (KITA) factors that are extrinsic to the job include: company policy and administration, supervision, interpersonal relationships, working conditions, salary, status, and security.”
Question 3
A fabrication crew already has full machine guarding, lockout hardware and PPE, and the workers say they feel physically secure on the job. Management plans another round of physical safety upgrades, expecting it to raise the crew's drive to take part in the safety program. Using Maslow's reasoning, what is the most likely result?
Show answer and source: Maslow, A. H., A Theory of Human Motivation, Psychological Review 50 (1943), 370-396
Answer: C. Little added motivation, because a need that is already satisfied does not motivate
Maslow's theory of motivation says a satisfied need is not a motivator. The crew's safety needs are already met, so more of the same upgrades adds little drive. Safety needs do not keep driving behavior once met. Nothing in the stem shows a drop to physiological needs. Maslow also does not require every other need to be fully met first.
On the job
A stamping plant's EHS manager reviews survey results after a year of heavy spending on press guarding and lockout. Workers rate their physical security high, yet attendance at hazard-spotting huddles stays flat. Applying Maslow's point that a satisfied need is not a motivator, the manager sees that further hardware would add little drive. The next budget goes to giving crews a real say in planning and reviewing their own work.
Study aid, not site-specific safety advice. The official rule controls.
Answer C comes from
Maslow, A. H., A Theory of Human Motivation, Psychological Review 50 (1943), 370-396(opens psychclassics.yorku.ca in a new tab)“If we are interested in what actually motivates us, and not in what has, will, or might motivate us, then a satisfied need is not a motivator.”
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