2.4 Motivation and Demotivation

Question 1

Taylor Motivation theory

Answer 1

assumed that employees are primarily motivated by money and that productivity could be improved by setting output and efficiency targets related to pay.

Question 2

Maslow

Answer 2

focussed on psychological needs of workers more than pay. have to be satisfied with lower level needs before higher.

5) Self-actualisation (exploit their talents happiness)
4)Esteem (recognition, self respect, job titles
3)Love and Belonging ( team work, antidiscrimination)
4)Safety needs (job security, sick pay, maternity needs)
1)Physiological needs (survival; water,food, air, money)

Question 3

Herzberg

Answer 3

hygiene factors and motivators

• hygiene factors are aspects of work that do not directly motivate but must be met to prevent dissatisfaction.
  —> include; organisational rules, regulations, policies, supervision, working conditions, and pay.

motivators lead to psychological growth either through Job Enlargement (more variety not harder), Job enrichment (more complex tasks) or Job empowerment (delegating decision-making authority to workers over their areas of the job)

Question 4

Salary (financial rewards)

Answer 4

set at a fixed annual rate but payed on a regular basis. do not get payed for working longer hours.

Used in professions where output or productivity is not easy to measure and where linking pay with speed can lead to lower quality standards

however;
- it does not distinguish between effort or output thus creativity or productivity is not rewarded.
- little incentive to work harder since people are paid the same.

Question 5

Wages

Answer 5

reward for labour services usually expressed as an hourly rate or as a quantity of output. low skilled labour. can be paid extra hours, however they are not reqarded by effort but by time.

Piece rate rewards more productive workers, for each item that they produce or sell per time period, have incentive to work harder.

Question 6

Performance related Pay

Answer 6

rewards employees who meet certain goals. either by
- pay rise
- performance bonus
- gratuity (who complete employment contracts)

pros
- incentive for people to work and perform better
- develops a performance culture where people strive to achieve their targets in return for benefits such as opportunities for promotion or a financial bonus

cons-
- targets may be unrealistic causing resentment
- pressure on employees can cause stress
- is not appropriate for professions where quality is more important than quantity.
- might not encourage teamwork

Question 7

Profit related pay

Answer 7

linking remuneration to the level of profits in the organisation
fosters employee loyalty and team efforts since profits can only be achieved by combined team efforts.

Question 8

Employee share ownership schemes

Answer 8

A payment scheme that rewards workers, managers and directors by giving them shares in the company or by selling shares at a discounted price.

Question 9

Fringe payments

Answer 9

are monetary benefits to employees in addition to their wages or salaries. Examples include health insurance, housing allowance subsidised meals, discounts.
boost staff morale and encourage employee loyalty, however can be costly

Question 10

Job enrichment (Non-Financial)

Answer 10

vertically improving the job of the employee; giving workers more challenging jobs with more responsibilities

pros
- autonomy
- self esteem and psychological growth
- greater dedication

Cons
- expense of training workers for new role
- increased workload can cause anxiety and stress

Question 11

Job rotation

Answer 11

Workers performing different tasks at the same level of complexity in a systematic way.
- reduces boredom, and overspecialisation
- provides the workforce with more skils
- beneficial if one worker is absent

Question 12

job enlargement

Answer 12

horizontally increasing job. broadening of the number of tasks
pros
- reduces monotony and boredom

cons
- more work not more pay, demotivates employees

Question 13

empowerment

Answer 13

developing the potential of workers of teams to achieve the best that they can. granting workers the authority to be in charge of their own jobs and to execute their own ideas
- delegation
- worker participation
- Training and development

Question 14

Non financial rewards

Answer 14

• Job enrichment
• job rotation
• Job enlargement
• Empowerment
• Purpose
• Teamwork

Question 15

Training

Answer 15

• induction training
• on the job training
• off the job training

Question 16

Induction Training

Answer 16

aimed at introducing new employees into the organisation
- meet key personal
- learn about the job role and procedures
- tour the premises
- look at company policies

pros
- establishes clear expectation and good working habits
- helps new recruits to understand the corporate culture
- new recruits will contribute quicker to the organisation
- morale boosted, new staff feel welcomed.

Cons-
- induction course can be time consuming
- information overload can occur
- can be long

Question 17

On the job Training

Answer 17

Training being carried out whilst at the workplace.
- demonstration
- shadowing
- mentoring

pros
- can be cheap as the firm uses own facilities
- relevant as training addresses the job directly
- fewer disruptions to the firm’s daily operations
- develops professional relationships

Cons-
- trainees may pick up bad working habits
- internal trainers may not be up to date
- trainers cant do their own work at the same time
- labour productivity is generally lower

Question 18

Off the job training

Answer 18

Training conducted offsite

pros
- experts are training staff
- wide range of training courses can be provided
- networking can take place
- morale is boosted

cons
- potential loss of output
- venue and trainers can be expensive
-