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Business vicky > 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 and demotivation

A

Motivation:
* higher productivity
* higher quality of good or service
* employees stay longer
* low levels of absenteeism

Demotivation:
* employees leaving
* poor customer service
* lower productivity

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3
Q

what are the types of financial rewards

A
  • salary
  • wages - time rate
  • wages - piece rate
  • commission
  • performance-related pay (PRP)
  • profit-related pay
  • employees share ownership schemes
  • fringe benefits (perks)
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4
Q

Types of Non-financial rewards

A
  • job enrichment
  • job enlargement
  • job rotation
  • empowerment
  • opportunity to make a difference
  • teamwork
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5
Q

types of training

A
  • induction training
  • on-the-job training
  • off-the-job training
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6
Q

salary

A

fixed annual income that is usually paid monthly

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7
Q

Wage - time rate

A

Employees are paid per period of time worked

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8
Q

Wage - Piece rate

A

Employees are paid per unit of production

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9
Q

pros and cons of piece rate

A

Pros:
* rewards hard workers
* encourages higher productivity

Cons:
* 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

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11
Q

Commission pros and cons

A

Pros:
* encourages employees to sell more
* rewards hard work and selling skill
* helps business control expenses

Cons:
* aggressive selling techniques
* might worsen team spirit
* less income stability for employees

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12
Q

Performance-related pay

A

employees are rewarded financially according to meeting certain objectives at work

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13
Q

PRP pros and cons

A

Pros:
* rewards higher performers
* can identify lower performers

Cons:
* performance might be difficult to measure
* might worsen team spirit

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14
Q

Profit-related pay

A

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

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15
Q

Employees share ownership schemes

A

Employees are financially rewarded 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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16
Q

Profit related pay and share ownership pros and cons

A

Pros:
* employees feel connected to the success of the business
* encourages employees to stay longer to receive benefits

Cons:
* dilutes ownership of the business
* doesn’t identify individual high performances

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17
Q

Fringe benefits (perks)

A

non-cash forms of financial rewards
e.g. company car, low interest loans

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18
Q

non-financial rewards

A

methods of motivating employees that do not involve monetary payments

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19
Q

Job enrichment

A

changing an employee’s job to include more challenging and demanding tasks
e.g. adding new, more complex tasks

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20
Q

Job enlargement

A

changing an employee’s job by adding more tasks similar to what they are already doing
e.g. adding new, similar tasks

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21
Q

Job rotation

A

moving a employee to different jobs in the business at a similar level of complexity
e.g. adding new tasks in different areas

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22
Q

Job enrichment pros and cons

A

Pros:
* employees can develop new skills

Cons:
* may require employee training

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23
Q

job enlargement pros and cons

A

Pros:
* variety of tasks

Cons:
* employee may just see it as extra work

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24
Q

Empowerment

A

allowing employees some autonomy over their jobs - what they do and how they do it
laissez-faire leadership

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25
Empowerment Pros and Cons
Pros: * Employees feel trusted - higher motivation * development of new skills Cons: * training costs * employees might not have the skills to choose best
26
Purpose/opportunity to make a difference
The opportunity to help the lives of other and to make a difference in the world
27
Teamwork
the job is organized so that groups of workers can work together
28
training
procedure where employees gain knowledge and skills relevant to their role in the business professional development
29
Induction Training
The training received when employees start a new job
30
On-the-job training
training of employees that takes place at the workplace
31
Off-the-job training
training of employees that takes place away from the workplace
31
32
Pros and cons of training
Pros: * employees feel valued - higher motivation * development of new skills and knowledge * employees become more productive Cons: * training costs * time not working to attend training * might not be beneficial/emploee may leave
33
Taylor's Motivation theory
People are motivated by money 1. based on maximizing productivity by experiment with different ways to perform a task - known as scientific management 2. belief in the 'economic man' - man is solely motivated by money 3. payments should be linked directly to output through a piece rate system of payment
34
Maslow's motivation theory
Hierarchy of needs 1. based on the theory that we are motivated by what we need 2. after a need has been satisfied it will no longer motivate us 3. once all needs on a level have been met, we will start to aim for needs at the next level
35
Maslow's hierarchy of needs - breakdown of the levels
36
Hertzberg's motivation theory
based on: * motivators motivate when present * hygiene factors (prevent dissatisfaction) demotivate when absent
37
Motivating factors (Hertzbergs)
things about the job itself that make people feel motivated e.g. * achievements (feeling accomplished) * recognition (getting praised) * work itself (if interesting/challenging) * Responsibility (having control) * Advancement (promotions) * Growth (learning & develop. skills) when present --> workers feel motivated
38
Hygiene factors (Hertzbergs)
things that don't necessarily motivate you, but if absent, demotivate you e.g. * company policies and rules * supervision * working conditions (Safety, comfort) * salary * job security * relationships w/ colleagues if hygiene factors are missing --> workers feel dissatisfied if hygiene factors are good --> workers feel neutral
39
Implication (hertzbergs)
* need to improve hygiene factors factors to prevent dissatisfaction first * then add motivators to increase employee performance * EX. high salaries can lower dissatisfaction but will not lead to higher levels of motivation - cus high salaries are taken for granted
40
McClellands motivation theory
= acquired needs theory / three needs * everyone is driven and motivated by 3 types of needs
41
Need for achievement (Mcclelland)
* to successfully complete tasks * take on tasks of moderate difficulty * not too easy or difficult
42
Need for power (Mcclelland)
* need for prestige, status and being able to influence others or the org. * may involve competition
43
need for affiliation (Mcclelland)
* need to feel accepted and respected by a group * working as part of a team to collaborate on tasks and goals
44
implication (Mcclelland)
* people tend to favor one of the three * show managers how to motivate EEs
45
Deci and Ryan motivation theory
Self-determination theory * autonomy * competence * relatedness
46
Autonomy (D&R)
* ability to control one's situation and have freedom * give EEs more choice and agency rather than being told what to do
47
Competence (D&R)
* feeling of being accomplished at something * provides opps to learn and training
48
Relatedness (D&R)
* interacting and feeling connected to others * provide team work opps
49
implication (D&R)
the focus is on instrinsic motivation - employees enjoying the work for what it is fulfilling autonomy, competence, relatedness can improve and EEs self-determination and motivation
50
Adams equity theory
to be motivated, employees need to feel that what they get out of the job (output) is equal to what they put in (input) e.g. not rewarded enough? rewarded too much?
51
Vrooms expectancy theory
employees will only be motivated if they see that their efforts will lead to the desired outcome **expectancy** - whether employees believe they can actually do the task (skills, ability etc) **instrumentality** - whether employees believe that if they complete the task they will get a reward **valence** - whether employees care about the reward they get after finishing the task (something they personally value or want)
52
labour turnover
number of employees leaving an organization over a period of time as a % of the total workforce number of workers leaving x100 average number of staff
53
low labour turnover pros
* indicator of high morale and effective management * lower costs of recruiting and induction training * better relations with customers
54
high labour turnover pros
* potentially lower salaries/wages * bring fresh ideas and thinking into the business * low performing employees might leave
55
appraisal
method of evaluating the performance of an EE according to the job contract
56
formative appraisal
* giving ongoing feedback to help EEs improve continual process whereby the focus is on focusing the strengths and weaknesses of the EE in a view to improving their performance over time
57
Summative appraisal
definitive judgement about the performance of the employee, accompanied with rating requires goal-setting and benchmarks
58
360 degree feedback appraisal
EEs performance is given by collection of opinions from various people with whom they work
59
self-appraisal
EE gives their own opinion about their performance
60
recruitment
process of hiring new EEs into an org.
61
process of recruitment
1. job opening 2. job description 3. person description 4. identify candidates 5. receive applications 6. shortlist candidates 7. selection process - interviews etc 8. offer the job 9. sign the contract
62
internal recruitment
hiring an EE who already works within the org.
63
external recruitment
hiring an EE from outside the org.
64
internal recruitment pros
* EE already knows the culture and rules within the business * org. already has experience working with the individual * higher employee morale - other EEs may see promotion opps in the future * might be cheaper if can avoid the need for lengthy recruitment process
65
external recruitment pros
* access to wider pool of candidates * bring fresh dieas and thinking into the business * promoting interanlly might lead to resentment from other employees "left behind" * potentially lower training costs - if person recruited has already worked in a similar role

Business vicky (47 decks)

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