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Business (Tina) > 2.4 - Motivation and Demotivation > Flashcards

2.4 - Motivation and Demotivation Flashcards

1
Q

Motivation

A

The factors that stimulate people to take certain actions

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2
Q

Signs of Motivation

A
  • Higher productivity
  • Higher quality of goods and services
  • Employees stay longer
  • Low levels of absenteeism
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3
Q

Signs of Demotivation

A
  • Employees leaving
  • Poor customer service
  • Lower productivity
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4
Q

Salary

A

Fixed annual income that is usually paid monthly

  • E.g. a manager is paid $60,000 per year, which is $5,000 per month
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5
Q

Wage

A

An employee is paid per ____

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6
Q

Wage - Time rate

A

Employees are paid per period of time worked

  • E.g. $15 per hour
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7
Q

Wage - Piece rate

A

Employees are paid per unit of production

  • E.g. $5 per kg of apples picked
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8
Q

Piece rate - Pros

A

Reward hard workers
Encourages higher productivity

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9
Q

Piece Rate - Cons

A

Encourages speed over quality
Less income stability for employees

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10
Q

Commission

A

An amount of money paid to an employee as a fee or percentage for a task or for bringing new business

E.g. A payment to a salesperson for each sale made

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11
Q

Commission - Pros

A

Encourages employees to sell more

Rewards hard work and selling skill

Helps business control expenses

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12
Q

Commission - Cons

A

Aggressive selling techniques

Might worsen team spirit

Less income stability for employees

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13
Q

Performance-related pay (PRP)

A

Employees are rewarded financial according to meeting certain objectives at work

Requires target-setting and appraisal

E.g. Good = 5% bonus, Excellent = 10% bonus

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14
Q

PRP - Pros

A

Reward higher performers

Can identify lower performers

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15
Q

PRP - Cons

A

Performance might be difficult to measure

Might worsen team spirit

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16
Q

Profit-related pay

A

Employees are financially rewarded according to the financial performance of the business

E.g. 10% bonus if company makes a profit over $2m per annum

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17
Q

Employee share ownership schemes

A

Employees are financially awarded by being given shares or share options in the business

Share options mean the shares can be bought at a certain price

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18
Q

Profit-related pay and Share ownership - Pros

A

Employees feel connected to the success of the business

Encourages employees to stay longer to receive benefits

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19
Q

Profit-related pay and Share ownership - Cons

A

Dilutes ownership of the business

Doesn’t identify individual high performances

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20
Q

Fringe benefits (perks)

A

Non-cash forms of financial rewards
Financial benefits to employees

  • E.g. company car, insurance, pension, low-interest loan
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21
Q

Non-financial rewards

A

Methods of motivating employees that do not involve monetary payments

22
Q

Job Enrichment

A

Changing an employee’s job to include more challenging and demanding tasks

  • Adding new, more complex tasks
23
Q

Job Enlargement

A

Changing an employee’s job by adding more tasks similar to what they are already doing

  • Adding new, similar tasks
24
Q

Job Rotation

A

Moving an employee to different jobs in the business at a similar level of complexity

  • Adding new tasks in different areas
25
Q

Pros and Cons of Job Enrichment

A

Employees can develop new skills
May require employee training

26
Q

Pros and Cons of Job Enlargement

A

Variety of tasks
Employees may just see it as extra work

27
Q

Empowerment

A
  • Allowing employees some autonomy over their jobs - what they do and how they do it
  • E.g. choose own work hours, work from home
  • Laissez-faire leadership
28
Q

Purpose/the opportunity to make a difference

A

The opportunity to help the lives of others and to make a difference in the world

E.g. doctors, nurses, teachers
E.g. businesses can provide charitable work opportunities

29
Q

Teamwork

A

The job is organized so that groups of workers can work together

Could be formal
* E.g. production teams
Or informal
* E.g. encouraging employees to work together on a project

30
Q

Pros of Empowerment

A

Employees feel trusted - higher motivation
Development of new skills

31
Q

Cons of Empowerment

A

Training costs
Employees might not have the skills to choose best

32
Q

Training

A

Procedure where employees gain knowledge and skills relevant to their role in the business
Professional development

33
Q

Induction Training

A

The training received when employees start a new job

  • E.g. learning about the business, meeting new colleagues, buddy systems
34
Q

On-the-job Training

A

Training of employees that takes place at the workplace

E.g. training sessions by specialists, online training, job rotation

35
Q

Off-the-job Training

A

Training of employees that takes place away from the workplace

E.g. away days, conferences, part-time MBA

36
Q

Pros of Training

A
  • Employees feel valued - higher motivation
  • Development of new skills and knowledge
  • Employees become more productive
37
Q

Cons of Training

A
  • Training costs
  • Time not working to attend training
  • Might not be beneficial/employee may leave
38
Q

Labor Turnover

A

The number of employees leaving an organization over a period of time as a % of the total workforce

(Number of workers leaving / Average # of staff) x 100

39
Q

Reasons for leaving a business

A

Quit
Fired
Retired
Made redundant

40
Q

Pros of Low Labor Turnover

A
  • Indicator of high morale and effective management
  • Lower costs of recruiting and induction training
  • Better relations with customers
41
Q

Cons of Low Labor Turnover

A
  • Potentially lower salaries/wages
  • Bring fresh ideas and thinking into the business
  • Low-performing employees might leave
42
Q

Appraisal

A

The method of evaluating the performance of an employee according to the job description/contract

43
Q

Formative

A

Continual process whereby the focus is on focusing the strengths and weaknesses of the employees with a view to improving their performance over time

44
Q

Summative

A

A definitive judgment about the performance of the employee is often accompanied by a rating (e.g. Excellent)

Requires goal-setting and benchmarks

45
Q

360-degree feedback

A

An employee’s performance is given by collecting opinions from various people with whom they work

E.g. managers, co-workers, customers

Managers often don’t know everything about the employee

46
Q

Self-Appraisal

A

An employee gives their own opinion about their performance on the job

Maybe a starting point for another type of appraisal

47
Q

Recruitment

A

The process of hiring new employees in an organization

48
Q

Steps of Recruitment

A
  1. Job Opening - Identify the need for a new employee
  2. Job Description - What the new employee needs to do
  3. Person Description - What skills/qualifications the new employee need
  4. Identify candidates
  5. Receive applications
  6. Shortlist candidates - choose the most suitable
  7. Selection Process
  8. Offer the job
  9. Sign the contract
49
Q

Internal Recruitment (Promotion within the company)

A

Hiring an employee who already works within the organization

E.g. promoting a team manager to become a manager

50
Q

External Recruitment

A

Hiring an employee from outside of the organization

51
Q

Pros of Internal Recruitment

A
  • Employees already know the culture and rules within the business
  • Organization already has experience working with the individual
  • Higher employee morale - other employees may see promotion opportunities in the future
  • Might be cheaper if can avoid the need for lengthy recruitment process
52
Q

Pros of External Recruitment

A
  • Access to a wider pool of candidates
  • Bring fresh ideas and thinking into the business
  • Promoting internally might lead to resentment from other employees “left behind”
  • Potentially lower training costs - if person recruited has already worked in a similar role

Business (Tina) (19 decks)

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