1.2 Motivation And Leadership- Human Resources Flashcards
Maslow theory
Maslow put forward the idea that there are five levels of human needs which employees need to have fulfilled at work. All of the needs are structured into hierarchy and only once a lower level of need has been fully met, would a worker be motivated by the opportunity of having the next need up in the hierarchy satisfied.
A business should therefore offer different incentives to workers in order to help the, fulfil each need in turn and progress up the hierarchy.
Herzberg theory
Frederick Herzberg had close links to Maslow and believed in a two-factor theory of motivation. Certain factors that a business can introduce can directly motivate employees to work harder. There are also factors that would demotivate an employee if not present.
Motivators are more concerned with the actual job itself, for instance how interesting the work is.
By adopting the democratic approach to management and by improving the nature and content of the actual job.
Methods managers can use to motivate employees- Job enlargement
Workers being given a greater variety of tasks to preform (not necessarily more challenging) which should make the work more interesting.
Methods managers can use to motivate employees- job enrichment
Involves workers being given a wider range of more complex, interesting and challenging tasks surrounding a complete unit of work. This should give a greater sense of achievement.
Methods managers can use to motivate employees- Empowerment
This means delegating more power to employees to make their own decisions over areas of their working life.
McGregor Theory X workers
Individuals who dislike work and avoid it where possible.
Individuals who lac ambitions, dislike responsibility, and prefer to be led.
Individuals who desire security.
The management implication for theory X workers are that, to achieve organisational objectives, rewards of varying kinds are likely to be the most popular motivator.
McGregor Theory Y workers
Consider effort at work as just like rest or play.
Ordinary people who do not dislike work. Depending on the working conditions, work could be considered a source of satisfaction.
Individuals who seek responsibility.
The challenge for management with theory Y workers is to create a working environment (or culture) where workers can show and develop their creativity.
A highly motivated workforce results in
Increased output caused by extra effort from workers.
Improved quality as staff take a greater pride in their work.
A higher level of staff retention, workers are keen to stay in the organisation.
Monetary factors: some staff work harder if offered higher pay.
Non-monetary factors: other staff respond to incentives that have nothing to do with pay, e.g. improved working conditions or the chance to win promotion.
Employee participation/employment- work councils
Employees and employers representatives are appointed or elected to a group which meets on a regular basis. Work councils provide a formal opportunity to exchange views and can smooth the way for the introduction of changes to working practices.
Employee participation/employment- work directors
Employees representatives take a non-executive role on the Board of Directors- they will sit inn and comment on decisions being made but do not have the authority to challenge or impose any of the decisions.
Employee participation/employment- quality circles
Workers involved in a particular part of the production process meet to discuss how to improve the quality and effectiveness of production.
Employee participation/employment- joint consultation groups
Management and employee representatives meet on an occasional basis to discuss areas of common concern.
Advantages Employee participation/employment
Creates opportunities for the generation of ideas- better decision making.
Improves worker motivation, output and quality of work.
Leads to more skilled workers.
Reduces staff absenteeism and turnover.
Reduces the likelihood of industrial action.
Disadvantages Employee participation/employment
Conflicting objectives of management vs employees- profit vs pay rises.
Employee representatives may misrepresent the views of their colleagues.
Time taken-can be difficult to reach a consensus between all sides.
Managers role in motivating employees
Personally thank employees for dong a good job.
Be willing to take time to meet with and listen to employees.
Provide specific feedback about the performance of the employee, department.
Create a work environment that is open, trusting and open.
Involve employees in decisions, especially ones that affect them.
Encourage employees to have a sense of ownership in their work.
Celebrate successes of the company, the department and the individuals in it.
