When Money Isn't Enough Why Your Delivery Driver Might Quit Tomorrow

When Money Isn't Enough: Why Your Delivery Driver Might Quit Tomorrow

Let's imagine It's 2 AM, and somewhere in Manchester, a bloke named Jake is staring at his Deliveroo app. He's just completed his 47th delivery of the night - that's £235 in his pocket before expenses. Decent money for a night's work, right? But Jake's knackered, his mates think he's ghosting them, and he's genuinely considering jacking it all in to stack shelves at Tesco for £12 an hour.

What's going on here? Jake's earning well above minimum wage, so why isn't he motivated? Well, buckle up, because today we are dealing with one of the most fascinating debates in business: what actually makes people want to work?

"Just Pay Them More" Frederick Taylor

Let's rewind to 1911. Frederick Winslow Taylor - an American engineer with truly spectacular facial hair - published a book that basically said: "Listen, workers are basically machines that run on money." Radical? Absolutely. Revolutionary? Also yes.

Taylor's idea was dead simple: people work for one reason and one reason only - cash. He reckoned that if you paid people based on what they produced (not just the hours they showed up), they'd work harder. It's called piece-rate payment, and it's still around today in loads of industries.

In 2025, piece-rate systems are common in manufacturing, agriculture, delivery services, and even some tech roles where workers get paid per unit produced rather than by the hour. Think about it: fruit pickers paid per basket, Amazon warehouse workers hitting targets for each package sorted, or freelance writers getting paid per article.

IB Business Management Real-life Example: Here's a modern example that would've made Taylor smile: In 2025, Amazon raised wages for its warehouse workers to over $22 per hour on average, investing $2.2 billion in pay increases for hundreds of thousands of fulfilment and transportation employees. That's massive money being thrown at the problem. But despite these pay rises, Amazon workers in places like St. Louis were still protesting, demanding $25 per hour and better working conditions, with some saying "if you're not sweating, you're not making rate".

Wait, what? They're getting paid MORE but still aren't happy? Doesn't sound very logical, Taylor would be absolutely fuming.

How Taylor's System Actually Works

Let's break down scientific management properly, yeah?

Piece rate means you get paid based on output. Simple maths:

• Complete 10 widgets → Get paid for 10 widgets

• Complete 20 widgets → Get paid for 20 widgets

• Sit around on your phone → Get paid nothing

The idea is that productive workers can potentially earn more by working faster and completing more units, whilst less productive workers earn less. It's capitalism in its purest form, really.

Taylor was obsessed with three things:

1. Measurement - Working out the most efficient way to do everything (yes, including which hand you should use to pick up a spanner)

2. Monitoring - Making sure workers actually hit their targets

3. Control - Rigorous analysis of costs and outputs to keep everything running smoothly

He also introduced rest breaks (cheers, Fred!) because he realised tired workers were rubbish workers. Henry Ford absolutely loved this approach and used it for his car production lines - those massive conveyor belts you see in old factory films? That's Taylor's legacy.

The Problems with "Just Pay Them More"

Right, so if Taylor's theory is so brilliant, why isn't everyone using it? Well, turns out humans are a bit more complicated than Taylor gave them credit for.

Here's what he got wrong:

Not everyone's motivated the same way. Your mate who'd do anything for a tenner and your other mate who'd rather die than miss their morning yoga class? They're wired differently. What's efficient for one person might be torture for another.

It ignores...well, feelings. Taylor treated people like they were basically meat robots. He didn't account for the fact that maybe Sharon doesn't get on with Dave, or that working on a production line for 12 hours straight might make you want to chuck yourself off a bridge, regardless of how much you're earning.

Working harder doesn't always equal being happier. This is the big one. Modern warehouse workers report stress from computer-generated write-ups and the constant pressure of "making rate" - hitting productivity targets that determine whether they keep their jobs. You could be earning loads and still absolutely hate your life.

And here's a properly modern problem: Piece-rate systems can lead workers to prioritise quantity over quality, with many speeding through work to complete as many units as possible, potentially sacrificing attention to detail and quality standards. Imagine you're being paid per article you write - you might bash out loads of rubbish content rather than taking time to write something actually good. When quantity over quality is all that matters, this is what usually happens.

Abraham Maslow: "Humans Are Complicated"

In 1943, an American psychologist named Abraham Maslow basically said, "Hang on a minute, Frederick. Humans aren't just walking wallets. We've got, like, feelings and stuff."

Maslow came up with the hierarchy of needs - a pyramid that explains what motivates people at different stages of their lives. And here's what is important: you can't skip levels. You've got to satisfy the basics before you can worry about the fancy stuff.

Let's run through it with some proper modern examples:

How This Actually Works in Real Life

Let's go back to Jake, our Deliveroo driver. He's earning good money (physiological needs ✓). He's got some job security - sort of (safety needs... kinda?). But he's got no work mates (social needs ✗), nobody's giving him recognition (esteem needs ✗), and he's definitely not feeling like he's reaching his potential delivering kebabs at 2 AM (self-actualisation ✗).

This is where Maslow absolutely bodies Taylor. Money sorts the basics, but it won't make you actually happy at work.

IB Business Management Real-life Example: Despite Amazon raising wages to over $22 per hour with total compensation exceeding $29 per hour including benefits, they've had to invest billions because workers were leaving anyway. Why? Because warehouse work can be isolating, repetitive, and doesn't exactly make you feel like you're reaching your full potential.

Companies that actually get this are doing interesting things:

Physiological Needs: Smart businesses ensure workspaces are properly heated or cooled, keep cafeterias stocked with healthy food options, and make sure employees have comfortable places to work with good air quality.

Safety Needs: Job security, health benefits, and - crucially in 2025 - work-life balance, which has become a major component of modern safety needs beyond just traditional job security.

Social Needs: Companies that host social activities, celebrate birthdays and work anniversaries, and create opportunities for employees to build relationships tend to have much higher engagement rates than those that don't. It's not rocket science - humans like having mates.

Esteem Needs: This is about feeling valued. When workers receive recognition for their contributions and feel their work matters to a higher goal, they're significantly more motivated and engaged.

Self-Actualisation: The top of the pyramid - where you're genuinely excited about your work. Self-actualised employees feel challenged but not overwhelmed, empowered and trusted, which encourages growth and engagement in their roles.

The Gig Economy Nightmare

The gig economy is growing three times faster than traditional employment, with Gen Z leading the charge and 40% of companies planning to expand their use of gig workers by 2025.

But here's the problem: 77% of gig workers say flexibility is their main motivation, yet 37% lack access to affordable healthcare and 25% struggle with inconsistent income. They've got some freedom (ticking a few boxes on Maslow's pyramid), but they're missing massive chunks - particularly those safety and social needs.

Research shows that gig workers are motivated by intrinsic elements like purpose and fulfillment, with recognition and pride in their work being among their biggest motivators - not just money. Taylor would be absolutely raging.

What Maslow Got Wrong

Before you start thinking Maslow's pyramid is the answer to everything, let's be real about its limitations:

Not everyone's the same. Some people genuinely don't care about climbing the corporate ladder. They're happy doing their job, getting paid, and going home. And that's fine! Not everyone wants to "self-actualise" through their work at Greggs.

The levels aren't always linear. You might be struggling to pay rent (level 1 problems) but still desperate for your mates' approval (level 3). Humans are irrational like that.

Self-actualisation is basically impossible for most people. Let's be honest - can everyone's motivational needs truly be satisfied at work? Probably not. Most people aren't going to find their life's purpose whilst filing expense reports.

Cultural differences matter. Maslow was American, and his theory reflects pretty Western values. In some cultures, social needs might be more important than individual esteem. The pyramid doesn't work the same everywhere.

What Can We Take From This?

Here's the thing: Taylor and Maslow are both right, and both wrong.

You need decent pay - Taylor was spot-on about that. Try motivating someone to come to work when they can't afford to eat. Not happening.

But you also need to treat people like actual humans - Maslow's point. Pay alone won't cut it if your workplace is toxic, your job's meaningless, and you feel like a replaceable cog in a machine.

The best businesses in 2025 get this. They're paying competitive wages AND creating environments where people actually want to be. Research shows that companies with engaged employees - those whose needs are being met across multiple levels - see a 17% increase in productivity.

Your IB Business Management Exam Wants You To Know:

Taylor's Scientific Management:

• Workers motivated primarily by money

• Piece-rate payment rewards productivity

• Focus on measurement, monitoring, control

• Limitations: Ignores human complexity, can prioritize quantity over quality

Maslow's Hierarchy of Needs:

• Five levels: Physiological → Safety → Social → Esteem → Self-Actualisation

• Lower needs must be met before higher ones motivate

• Limitations: Not universal, levels can overlap, self-actualisation rare

Key Insight: Money gets people through the door (Taylor), but it won't keep them there if their other needs aren't met (Maslow).

Stay well,