2.4 - Motivation and demotivation Flashcards
financial reward that pays workers a certain percentage of the sale of each good/service that they are responsible for
commission
incentive scheme that rewards more productive workers who exceed a pre-determined benchmark
differentiated piecework
breaking down different aspects of a job or task to assign to diff people to each part of work to improve efficiency/output
division of labour
non-financial motivator that involves developing the potential of workers or teams by granting them the authority to make decisions/execute their own idea to solve business problems
empowerment
rewards staff by giving them shares in the company or selling shares at discounted prices
employee share ownership schemes
Adams’ theory of motivation which suggests that ppl compare fairness based on ratio of input (effort) to output (rewards)
equity theory
desire of ppl to feel respected, having a value and having self-respect
esteem needs
ppl behave in a certain way in exchange for rewards based on their expectations; ppl will only put in effort if they expect their role will help achieve the required result
expectancy theory
hiring ppl from outside the business
external recruitment
financial rewards paid in addition to wage/salaries, like subsidised meals, housing allowance, pension fund contributions
fringe payments
factors that must be met in order to prevent dissatifaction and factors that actually motivate ppl
herzberg’s motivations-hygiene theory
ppl are motivated by diff levels of needs: physiological, safety, social, esteem and self-actualization
Maslow’s hierarchy of needs
aimed at introducing new employees to the organization
induction training
hiring ppl who already work for the business to fill a vacant post
internal recruitment
giving workers more responsibilities and more challenging jobs
job enrichment
form of job enlargement whereby workers are given diff tasks but of the same level of complexity to help reduce problem associated with repetitive tasks
job rotation
percent of the workforce that leaves the organization in a given time period (usually 1 year)
labour turnover
desire, effort and passion to achieve something; willingness to complete a task or job with intent and purpose
motivation
factors that F. Herzberg considered to increase job satisfaction and motivation levels (praise/recognition)
motivators
occurs when ppl do smth because they need to, so they feel obligaed to
movement
lowest hourly pay that all firms must remunerate their workers
national minimum wage
non-monetary factors that motivate ppl by offering psychological and intangible benefits (factors not directly linked to the money)
non-financial rewards
training and conducted off-site, such as at a tertiary college/hotel conference centre
off the job training
training carried out whilst at the workplace (delivered by a manager, supervisor or other specialist)
on the job training
payment system that rewards ppl who meet set targets over a period of time
performance-related pay (PRP)
requirements for human survival, including food, water, shelter and warmth
physiological (basic) needs
level of output per worker; indicator of motivation as employees tend to be more productive with increased levels of motivation
productivity
financial reward system which remunerates workers a certain percentage or amount of the annual profits that the firm earns
profit-related pay
(non-financial reward) opportunity to make a difference
purpose
overall compensation package (salaraies, commission, profit-related pay, share ownership schemes, fringe benefits)
remuneration
requirements that make ppl feel safe, such as job security
safety needs (security needs)
financial payment that rewards workers a fixed annual amount of money (paid per month)
salary
specialisation and division of labour help to increase the level of productivity
scientific management
highest level of needs (Maslow’s hierarchy of needs) occurs when ppl become the very best that they can be and fulfil their potential
self-actualization
requirement to be accepted by others
social needs (love and belonging needs
non-financial motivation, involved the combined efforts of a group of workers to achieve organizational goals
teamwork
payment system that rewards staff for the time (instead of output) that they put into work
time rate
process of providing opportunities for workers to learn and acquire employment-related skills
training
financial reward payment system based on time or output; paid as time rate (hours) or piece rate (output)
wages
