2.4 HL

Question 1

David McClelland (1917 - 1998) and American Phycologist proposed theacquired theory of needs.(His theory was developed in the 60’s , two decades after Maslow’s). He suggested that there are three needs that motivate employees, what are they?

Answer 1

need for achivment

need for affiliation

need for power

Question 2

what are the characteristcs of need for achivment?

Answer 2

Achievement-driven individuals who normally take moderate risks.
Low-risk tasks are too easy, offering no genuine sense of accomplishment.
High-risk activities are avoided due to chance-based outcomes.
Preference for tasks with responsibilities or collaboration with high achievers.
Focus on personal success over external rewards.
Dislike task delegation; engage in self-reflection for improvement.
Influenced by parents, culture, and education.

Question 3

what are the chracteristics of need for power?

Answer 3

Power-motivated individuals aim to influence other people’s behaviour and are often assertive.
There are two power types: personal (issuing orders) and institutional (driving staff for goals).
Personal power-seekers may face resentment.
Institutional power-seekers focus on staff’s best performance.
McClelland’s insight: Moderate n-Pow is vital for effective leadership.

Question 4

what are the chracteristics of need for allfiliation?

Answer 4

Affiliation-oriented individuals prioritize positive relationships at work.
Conformity to group norms; avoidance of conflicts for acceptance.
Thrive on social interactions: teamwork, customer relations.
McClelland’s view: n-Aff individuals might struggle as leaders due to approval focus.

Question 5

Professors Edward L. Deci and Richard Ryan developed theself-determination theory(SDT) of motivation in the med 80’s; but first they both recognized that there are two types of motivators, what are they?

Answer 5

Autonomous motivation(intrinsic) - refers to an individual’s drive for success regarding their personal psychological gains
Controlled motivation(extrinsic) - arises from the pursuit of external rewards or avoidance of punishments.
Deci and Ryan argued that what is important to people (intrinsic motivators) deflects from extrinsic motivation, like pay, perks, or status. And motivation increases when people behave in an intrinsic manner rather than an extrinsic one

Question 6

what did Deci and Ryan think were the main motivators?

Answer 6

Autonomy - enables people to have control over their tasks, time, techniques, and teams; with the aim to achieve organization goals and still remain accountable for their work. Not to be confused with independence!
Competence - the capacity and confidence to learn and excel in desired areas.
Relatedness - social connections with other people providing a sense of belonging.

Question 7

what are the chracteristic of autonomy?

Answer 7

Involves self-direction and control over one’s life.
Behaviours are self-endorsed; choices are self-initiated.
Different from mere independence.
Avoid extrinsic rewards like bonuses; they reduce control and intrinsic motivation.
Autonomy doesn’t mean escaping accountability since employees remain accountable for their work.
Empowers individuals to control tasks, time, techniques, and teams.
Achieving organizational goals while maintaining autonomy.

Question 8

what are the chracteristic of competanse?

Answer 8

Controlling outcomes through knowledge and skills.
Emphasized by Deci and Ryan for performance and well-being.
Negative feedback damages competence.
Managers should provide constructive feedback and purposeful guidance.
Unrealistic tasks diminish competence.
Learning and confidence in learning are interconnected.
Moving toward competence enhances confidence and engagement.
Accelerates the learning process.

Question 9

what are the chracteristic of relatedness?

Answer 9

Relates to social connections offering security, love, and belonging.
Sports fans bond despite being strangers due to relatedness.
Strong professional relationships foster relatedness in the workplace.
Teamwork over internal competition enhances self-determination and motivation.
Feeling valued by others enhances overall well-being.
In professions like doctors, nurses, philanthropists, social workers, and teachers, societal impact matters beyond customers.

Question 10

what are the limitations and the sttents of Decics and ryans theory?

Answer 10

However, a limitation of Deci and Ryan’s theory of motivation - as with all motivation theories - is that it does not apply across all professions, national borders, and cultures.
Anyhow, a strength of Deci and Ryan’s theory is that it spans across people’s lives, not just in the workplace, but including friendship groups, schooling and life itself.

Question 11

what are the two theories making up equity and expectase thoery?

Answer 11

John Adams “equity theory”
Victor H. Vroom “expectancy theory”

Question 12

what is Adames equity theory?

Answer 12

suggested that employees will be most motivated when they can see a balance between what they put into the business (inputs) and what they get out of it (outputs).
Inputs – affective and cognitive qualities that an employee brings to an
Outputs – what employees receive from working in the organization, they could be positive or negative
Essentially, the theory suggests that employees are demotivated if they feel their inputs are greater than the outputs. Therefore, if:
Output > Input = Motivation

Question 13

what are some inputs in terms of Adams equity thoery?

Answer 13

Inputs (efforts)

Adaptability (flexibility)
Commitment (loyalty)
Determination
Education
Effort (hard work)

Question 14

what are some outputs in term sof Adams equity theory?

Answer 14

Advancement (growth)
Fringe payments (perks)
Gratitude (appreciation) from
others
Job satisfaction
Job security

Question 15

what was Vrooms expectansy theory?

Answer 15

Victor H. Vroom suggested that employees only put in the effort to do a task if they expect that their role will help to achieve the required result.
If workers feel they lack the ability, expertise or skill to achieve a target, then their level of effort will be lower (which reflects a lower level of motivation).

Question 16

what does Vrooms theory assume?

Answer 16

Vroom’s expectancy theory of motivation (1964) showed that a variety of factors affect a person’s approach to work. However, it assumes that workers will choose the route that offers the greatest probability of achieving their goals. Therefore, if employees believe that they will be appropriately rewarded for their efforts, their productivity will increase

Question 17

what are the three parts Vrooms theory consitits of?

Answer 17

Expectancy- People have different expectations about their capability and self-confidence in tackling a task. There are also different perceptions about the level of difficulty of the task. Will their effort lead to a good performance?

Instrumentality- People hold the perception that if they meet performance targets then they will be rewarded accordingly (or what they think is desirable as an award). Managers must ensure they keep their promises to gain people’s trust and therefore their level of motivation. Will the performance produce the expected outcome?

Valence- Managers need to find out what employees’ value since people place different values on different rewards. Valence means rewarding people with what will give people a sense of satisfaction. Is it worth going the extra effort? Do I really want to do this?

Question 18

Vroom had a weird equation on how to express his thoery, was is it and what does it furthere tell you about his theory?

Answer 18

Vroom expressed this as a motivation equation:
M = E×I×V
What this means is that if any of the three elements of motivation is too low, the level of motivation will be low. Furthermore, if any of the elements is zero (i.e., missing), then there is no motivation to do a particular job.

Question 19

what is labour turn over?

Answer 19

Labour Turnover measures the percentage of the workforce that leaves the organization in a given time period (generally, 1 year). It’s an indicator of the organization’s stability.

Question 20

what is the formula for Labour turn over?

Answer 20

We use the following formula to calculate Labour Turnover:

𝑳𝒂𝒃𝒐𝒖𝒓 𝑻𝒖𝒓𝒏𝒐𝒗𝒆𝒓 =(𝑵𝒖𝒎𝒃𝒆𝒓 𝒐𝒇 𝒔𝒕𝒂𝒇𝒇 𝒍𝒆𝒂𝒗𝒊𝒏𝒈)/(𝑻𝒐𝒕𝒂𝒍 𝒏𝒖𝒎𝒃𝒆𝒓 𝒐𝒇 𝒔𝒕𝒂𝒇𝒇)*100

Question 21

what might a low or a high labour tunr over suggest?

Answer 21

A low Labour Turnover means that managers have recruited the right people for the job and existing employees are motivated in their current jobs. However, labour stability can also create a sense “lack of progress” and could have a negative effect in productivity.

A high turnover means that staff might be incompetent or have lack of job satisfaction. But most importantly, it can because there are better prospects elsewhere. Either way, high labour turnover is a problem for any organization.

High turnover also sends the employees the message that there might be a problem in the organization and even some employees that ae happy with their jobs will feel affected.

Question 22

can and if so how, anticipate how turn over is going to be?

Answer 22

Labour turnover can sometimes be anticipated. Young people tend to change jobs more often than middle-aged employees. Also, if the economy is experiencing a “boom” more people are going to seek better opportunities.

Question 23

A good HR plan should be designed to keep an acceptable level of labour turnover, but this too depends on the organization. Care to give some examples?

Answer 23

Organizations that hire loads of part-time workers like McDonalds, Burger King, Boots; will face a higher labour turnover due to the nature of the business.
Accounting consultants, Law firms, IB teachers; in contrast, will focus on keeping their employees and will seek staff retention since it is more costly to hire someone new than keep the existing employee.

Question 24

what is recruitment?

Answer 24

Recruitment is the process where a business finds (recruits) the right person for the right job. It includes analysing the requirements of a job, attracting employees to that job, screening and selecting applicants, hiring, and integrating the new employee into the organization.

Question 25

there are 3 parts in a process of recruitment, what are they?

Answer 25

Identification
Application
Selection

Question 26

expand more on the idenitification process?

Answer 26

Identification process – first identifies the reason why the need for a new employee, then creates a job description followed by a person’s specification which states the type of person needed for the job and finally determines if the process of recruitment should be internal or external .

Question 27

what is the applicatiob process?

Answer 27

The application process – first the business decides how to find the best applicant for the job, then crate a job advert followed by deciding how will the process of application will be (application of CV) and finally evaluate if they will use their own HR or an external agency.

Question 28

what is the selection process?

Answer 28

The selection process – This is the final process of recruitment. It starts with selecting adequate candidates, shortlist the best candidates and finally run interviews to make a decision. Some organizations subject the prospect employees to examinations or tests.

Question 29

what is apprasal?

Answer 29

An appraisal is a formal assessment of an employee’s performance in fulfilling his/her job based on the tasks and responsibilities set out in the job description. It is normally done on an annual or quarterly basis.

Question 30

how does an apprasal differ from a inspection?

Answer 30

Appraisal, unlike inspection, is a two-way communication between the manager and the employee. The employee can be involved on a discussion with the manager after he/she is given feedback on his/her performance.

Question 31

what are the advanatges of an apprasal?

Answer 31

They provide a document of employee’s performance over a specific period of time.
They provide a structure where a manager can meet and discuss performance with an employee.
They allow a manager the opportunity to providethe employee with feedback about their performance and discuss how well the employee goals were accomplished.

Question 32

what are some disadvanatges of apprasals?

Answer 32

If not done right, they can create a negative experience.
Performance appraisals are very time consuming and can be overwhelming to managers with many employees.
They are based on human assessment and are subject to rather errorsand biases.

Can be a waste of time if not done appropriately.

Question 33

what common charcateirsts do all apprasal systms have?

Answer 33

They are not directly linked with a promotion – could link to bad behaviour such as “backstabbing”, sabotage other people’s jobs and a negative atmosphere.
Appraisal systems are separate form disciplinary systems – appraisals are supposed to be positive; if an appraisal is linked with a punishment the whole concept is destroyed
Good appraisals systems require minimal paperwork – if managers and employees have to fill a vast number of forms it could be demotivating and unproductive.
Appraisals provide an honest point of view – it has to be transparent, and everyone should know their role. However, it does not mean it can’t be honest on stating the weakness of the employee that could be improved.

Question 34

what are the four types of apprasal?

Answer 34

Formative – it is aimed to “form” the employee; informing them how to improve their work practices. It’s an ongoing process and it’s commonly used to appraise staff that are in a probation period (i.e., junior doctors, beginner teachers, graduate professionals). The method of the formative appraisal is not too important and long as the employee gets the right information to improve his/her productivity.

Summative – tests employee’s skills and knowledge of their job, often done at the end of project or contract of a specific goal (similar to students end of year exams/essays). It’s aimed to make a professional judgement of the employees’ competency in their job and identify areas of improvement (i.e., observation classes for teachers)

360-degree feedback – This evaluation approach offers a comprehensive view for the employee’s performance. It is considered to be the best appraisal approach for improving credibility of the process but also the most difficult to achieve. Themixed feedback on an employee’s performance from multiple sources, including managers, subordinates, peers or clients, results in accurate assessment.

Self-appraisal – it involves employees appraising themselves based on predetermined criteria. Employees are expected to be honest about their strengths and weaknesses and set realistic targets for improvement.