Introduction In operations management (OM), Herzberg, McGregor and Maslow works provide insight on harnessing effectiveness and efficiency in business operations. This implies using few resources to accomplish business operations such as controlling, overseeing and redesigning the production process (Stevenson, 2009). Evidently, their works focus on employee motivation, a core component in harnessing efficiency and effectiveness in business operations. Maslow’s Work In 1954, Maslow came up with a hierarchy of needs, basic needs, which include safety, esteem, love and physiological needs, and growth needs such as self-actualization, aesthetics and cognitive to culminate his researches on human motivation. Workers who lack basic needs tend to focus on making ends meet. On the other hand, workers whose basic needs are already satisfied concentrate on meeting growth needs. These are needs oriented towards working hard towards career goals, organizational goals and attaining focus. In this regard, operations managers can optimize Maslow’s theory by providing incentives that help workers meet basic needs and helping workers obtain knowledge and skills that make them realize their growth needs. For example, a manager can come up with attractive remuneration packages to help workers meet basic needs and career counseling services to help them realize their growth needs. This will help workers harness their skills and attain focus thus increasing effectiveness and efficiency in business operations (Chary, 2009). Herzberg’s Work Herzberg’s 1996 work is summarized in Hygiene and motivational factors theory that focus on nurturing a suitable working environment. The Hygiene factors as stated by Herzberg aim at mitigating workplace unpleasantness. They include working conditions, supervision quality, administrative practices and policy, salaries, wages and other financial related compensation, and job security among others. If employees consider them inadequate, work dissatisfaction becomes eminent. Motivational factors aim at harnessing personal growth, job satisfaction at the workplace and include aspects such as job challenge. To nurture a suitable working environment, the presence of hygiene factors must be guaranteed at the workplace before motivational factors can be introduced to stimulate workers. In OM, managers can focus on job enrichment to maximize on this theory. They can do this by redesigning work to create hygiene and motivational factors. For example, they can increase job tasks to make work challenging and allow them to have control over the tasks to harness personal growth. This will make workers work hard and attentively thus harnessing effectiveness and efficiency in operations management (Tulsian, 2002). McGregor’s Work McGregor’s work culminates to the 1957 theories, X and Y that focus on perceptions on organizational life and work. Theory X posits that people intrinsically dislike working. Hence, managers must direct or control them to achieve workplace objectives. In Theory X-driven organizations, people prefer commands, avoid responsibility and have no ambition. Hence, Theory X-driven organizations focus on controlling and forcing employees to conne