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Unit 2: Human Resources (BM IB) > 2.4 Motivation and demotivation > Flashcards

2.4 Motivation and demotivation Flashcards

1
Q

Intrinsic motivation

A

Comes from the activity itself

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2
Q

Extrinsic motivation

A

Comes from outside of the activity

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3
Q

Importance of motivation

A
  1. Boost profitability
  2. Increased effort increases productivity
  3. Pride and wellness increases quality
  4. Loyalty to the business
  5. Committment to the business
  6. Less labour turnover
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4
Q

Frederick Winslow Taylor Scientific Management theory

A
  1. focuses on money
  2. workers selected scientifically
  3. pay based on results
  4. managers should say how it should be done
  5. activities that don’t contribute are eliminated
  6. only activities that offer profit
  7. each worker should have a work adequate for their capacities
  8. only source of motivation is money
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5
Q

Disadvantages of Taylor theory

A
  1. hard to measure mental output
  2. not everyone is motivated by money
  3. the more educated people is, the more they want to have a say in how things are done
  4. implies being told what to do
  5. repetitive tedious work
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6
Q

Abraham Maslow Hierarchy Pyramid of Human Needs

A
  1. physiological needs, basic needs (food, warmth, shelter)
  2. safety needs (security of body, employment, family, health and property)
  3. love belonging (friendship, family)
  4. esteem (confidence, achievment, respect)
  5. self actualization (morality, creativity, spontaneity, problem solving)
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7
Q

Disadvantages of Maslows pyramid

A
  1. Impossible to motivate all workers using the same hierarchy of needs
  2. Levels are hard to measure, no borders
  3. order of needs might be different for different people
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8
Q

Frederick Herzberg motivation theory

A

driven by intrinsic motivation
hygiene factors: (why are employees demotivated?) no motivation but satisfaction (rules, working conditions, pay)
motivational needs: (what might motivate employees?) lead to psychological growth of workers (achievment, recognition, responsibility)

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9
Q

Job enlargement (herzberg)

A

more variety in tasks (but not more challenging)
disadvantages: can increase dissatisfaction if its just giving more duties

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10
Q

Job enrichment (herzberg)

A

more complex and challenging tasks to max potential and sense of achievement
disadvantages: cannot be applied in all situations

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11
Q

Job rotation (herzberg)

A

rotate possitions in the business
disadvantages: must go through a training phase before

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12
Q

Disadvantages of Herzbergs theory

A
  1. cant be applied to low skilled/low paid labour
  2. herzbergs research was based on engineers and accountants only
  3. not all employees will be motivated by empowerment or enrichment
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13
Q

McClelland’s acquired needs theory

A
  1. achievement
  2. affiliation
  3. power
    - one of these dominates depending on the person
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14
Q

Disadvantages of McClellands theory

A
  1. Most people have all three needs that take turns at different times
  2. Best managers: power needs, happy ones: affiliation
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15
Q

Deci and Ryan’s self-determination theory

A

types of motivation: autonomous and controlled
types of needs: competence, relatedness, autonomy

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16
Q

Disadvantages of Deci and Ryans theory

A
  1. Hard to identify how much of each need different people require
  2. Many employees are driven only by rewards and arent able to internalise motivators if theres no personal belief
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17
Q

Adam’s equity theory

A

Employees are demotivated if theres no equity between inputs and outputs
input: loyalty, social skills, experience, knowledge, skills, effort
outputs: responsibility, challenge, recognition, profit, bonus, salary
what it gives = what it receives

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18
Q

Vroom’s expectancy theory

A

Behaviour determined by expected outcomes, belief that effort will lead to good performance
1. expectancy (will the effort lead to good performance?)
2. instrumentality (will the performance produce the expected outcomes?)
3. valence (are the outcomes desirable to the employee?)

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19
Q

Labour turnover

A

Percentage of employees who leave a coompany during a fixed period of time

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20
Q

Identification process

A
  1. Job description
  2. Person specification
  3. Internal/external recruitment
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21
Q

Job description

A

Details about the job such as the title, tasks, responsibilities

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22
Q

Person specification

A

Details about the type of person required such as the skills, qualifications, experience

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23
Q

Internal recruitment

A

When the organizations makes someone who already works there take a new position

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24
Q

Advantages of internal recruitment

A
  1. Cheaper
  2. Quicker
  3. Efficient
25
Q

External recruitment

A

Recruiting an employee that doesnt belong to the organization

26
Q

Disadvantages of internal recruitment

A
  1. Limits pool of labour
  2. Internal resentment
  3. Leaves a vacancy
27
Q

External recruitment

A

Recruiting an employee that doesnt belong to the organization. Recruitment agencies, job centers, contacts, specialist publications

28
Q

Advantages of external recruitment

A
  1. new ideas
  2. wider range
  3. higher standards
29
Q

Disadvantages of external recruitment

A
  1. time consuming
  2. costly
  3. can result inefficient
30
Q

Application

A
  1. Job advert
  2. Application form / résumé
  3. Internal or external agency
31
Q

Job advert

A
  1. Where to place it?
  2. What info to include
  3. What legal requirements
32
Q

Application form

A

Designed to match the job requirements
Focused on issues that the business wants

33
Q

Résumé

A

Done by the applicant
Requested for job positions with few possible applications
Flexible quickier and personal

34
Q

Selection processes

A
  1. Shortlisting
  2. Testing
  3. Interviews
35
Q

Shortlisting

A

criteria:
1. quality
2. quantity
3. legal requirements

36
Q

Testing

A
  1. aptitude (task oriented activities)
  2. personality traits (questionnaires)
  3. team-based (exercises)
37
Q

Interviews

A
  1. face-to-face
  2. panel (w more than one person)
  3. video conference
  4. multi-stage
  5. multi-day
38
Q

Training

A

work-related education to increase workforce skills. improves quality, motivates, reduces labour turnover, prepares staff to cover seniors

39
Q

Induction

A

introduction of new employees to an organization helping them settle in quickly. involves welcoming, making them feel acceptes and providing training about the company’s procedures and expectations

40
Q

On the job

A

training employees at their place of employment during their normal working hours

41
Q

Off the job

A

receiving training not at their place of employment but offsite, the company paying for a tuition from outside parties

42
Q

Appraisal

A

Assessing the performance, effectiveness and value of employees in an organization. two way communication, constructive feedback, non-threatening and supportive

43
Q

Inspection

A

managers review employee’s performance and make judgements based on observation. one-way, top-down communication. negative indicators of performance. punishments.

44
Q

Formative appraisal

A

during training, ongoing, continuous, intends to improve employee’s performance

45
Q

Summative appraisal

A

at the end of the training, formal, documented evaluation of employees. measure employees performance

46
Q

360° degree appraisal

A

employee receives input from all categories of people (peers, customers, supervisor, etc) comprehensive, expensive, only senior managers receive it

47
Q

Self-appraisal

A

employee evaluates their own performance

48
Q

Salary

A

motivation factors: security of receiving income
disadvantage: relying on proffessionalism of the staff to provide the quality and quantity expected

49
Q

Wages (time rates)

A

motivation factors: security of receiving a regular income and opportunity to receive overtime pay
disadvantage: employees could work slowly since their pay is not based on an output

50
Q

Wages (piece rates)

A

motivation factors: increased output will bring a measurable benefit
disadvantage: tedious and repetitive work, no control over results

51
Q

Commission

A

paid by results, percentage of sale value
motivation factors: rewarded by results
disadvantage: no control over results

52
Q

Profit-related pay

A

linked to the amount of profit
motivation factors: sharing financial rewards encourages sense of belonging and desire to contribute to its success
disadvantage: could be a consequence for the business’ profitability

53
Q

Performance related pay (PRP)

A

bonus paid in addition
motivation: used with those whose productivity cannot be measured, paid based upon pre-established performance targets
disadvantage: cognitive tasks w this method reduce productivity. could be conflictive if its based on subjective factors

54
Q

Employee share-ownership schemes

A

award shares in the company
motivation factors: motivates like a bonus
disadvantage: salaries and savings are tied

55
Q

Fringe payments (perks)

A

non monetary compensation
motivation factors: business pays on a pre-taxis instead of the user having to after tax
disadvantage: if its not give fairly it can cause conflicts

56
Q

Non-financial rewards

A

rewards from an employe to an employee as extrinsic motivation with no monetary value like job titles (employee of the month)

57
Q

Empowerment

A

giving individuals access to resources and information to do their jobs and giving them the power to make decisions
empowered individuals believe their important
disadvantages: risk of employees not being able to manage their responsibilities

58
Q

Purpose or opportunity to make a difference

A

ability to connect employees to th aims of the oganization other than profit
many individuals want to do more than merely money, they want to make a difference
disadvantage: if for profit organizations enphasize this employees might losee focus on their profit objectives

59
Q

Teamwork

A

motivation factors: individuals tend to be energized by working in teams as it creates sense of belonging and common purpose
disadvantages: team failures can camplify dissatisfaction

Unit 2: Human Resources (BM IB) (7 decks)

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