17. Motivation in theory and practice Flashcards
Bonus
A payment in addition to the basic wage for reaching targets or in recognition for service
Commission
Percentage payment on a sale made to the salesperson
Consultation
Listening to the views of employees before making key decisions that affect them
Empowernment
Giving official authority to employees to make decisions and control their own work activities
Hawthorne effect
The idea that workers are motivated by recognition given to them as a group
hygiene or maintenance factors (Harzberg’s)
Things at work that result in dissatisfaction
Job englargement
Giving an employee more work to do of a similar nature; horizontally extending their work role
Job enrichment
Giving employees greater responsibility and recognition by “vertically” extending their work role
Job rotation
The periodic changing of jobs or tasks
Maslow’s hirearchy of needs
The order of people’s needs sarting with basic human requirements
motivated
the desire to take action to achieve a goal
motivators (Herzberg’s)
things at work that result in satisfaction
Payment by results
Payment methods that reward workers for the quantity and quality of work they produce
Performance-related-pay
A payment system designed for non-manual workers where pay increases are given if performance targets are met
Piece rates
A payment system where employees are paid an agreed rate for every item produced
Profit sharing
Where workers are given a share of the profits, usually as part of their pay
Scientific management
A theory that suggests there is a ‘best way’ to perform work tasks
Self-actualisation
A level in maslow’s hirearchy where people realise their full potential
teamworking
organising people into working groups that have a common aim
Taylors approach
Motivating people at work with money. His approach was that pay should be linked to output through piece rates.
Problems with taylors approach:
- He saw humans as if they were machines
- Taylor overlloked that people also work for reasons other than money
Mayo’s theory (Hawthorne effect)
Increase in ouput is not due to changes in conditions and financial rewards, it is because of stronger teams and better communication between workers as they motivated each other to work together
Problems with mayo’s theory:
- It assumes workers and management share the same goals
- It is asumed that communication between workers and managemet will break down barriers
- It is biased towards management. Workers are ‘tricked’ into being productive by managers
Maslow’s hirearchy of needs:
- Physiological needs, e.g. wages high enough to meet weekly bills, good working conditions…
- Safety needs, e.g. security,safe working conditions…
- Love and belonging, e.g. working with colleagues that support you at work, teamwork, communicating…
- esteem needs, e.g. being given recognition for doing a job well
- self actualisation, e.g. being promoted and given more responsability, scope to develop and introduce new ideas…
Herzberg’s two-factor theory:
- Motivators
- Higiene or maintenance factors
problems with Hezberg’s theory:
Improving pay or conditions may remove dissatisfaction at first. It is likely that better conditions will be asked for in following years
Financial methods to imrpove staff performance:
- Piecework
- Commission
- Bonus
- Profit sharing
- Performance-related-pay
Piecework
Payments for each unit produced
Commission
Is a payment for achieveing a target
Non financial methods to improve staff performance:
- Delegation
- Consultation
- Empowernment
- Teamworking
- Flexible working
- Job enrichment
- Job rotation
- Job enlargement
