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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 identigy 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

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
Q

Empowerment Pros and Cons

A

Pros:
* Employees feel trusted - higher motivation
* development of new skills

Cons:
* training costs
* employees might not have the skills to choose best

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26
Q

Purpose/opportunity to make a difference

A

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

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27
Q

Teamwork

A

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

28
Q

training

A

procedure where employees gain knowledge and skills relevant to their role in the business
professional development

29
Q

Induction Training

A

The training received when employees start a new job

30
Q

On-the-job training

A

training of employees that takes place at the workplace

31
Q

Off-the-job training

A

training of employees that takes place away from the workplace

31
Q
A
32
Q

Pros and cons of training

A

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
Q

Taylor’s Motivation theory

A

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
Q

Maslow’s motivation theory

A
  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
Q

Maslow’s hierarchy of needs - breakdown of the levels

A
36
Q

Hertzberg’s motivation theory

A

based on:
* motivators motivate when present
* hygiene (demotivators) demotivate when absent

37
Q

Motivating factors (Hertzbergs)

A
  • higher motivation when present
  • psychological factors that motivate employees
  • maslow - self actualization, esteem
38
Q

Hygiene factors (Hertzbergs)

A
  • do not motivate employees
  • but demotivate if they are not met
  • maslow - physiological, safety, belonging
39
Q

Implication (hertzbergs)

A
  • high salaries can lower dissatisfaction but will not lead to higher levels of motivation - cus high salaries are taken for granted
  • real motivation comes through interesting work
  • need to remove dissatisfaction and then create satisfaction
40
Q

McClellands motivation theory

A

= acquired needs theory / three needs
* everyone is driven and motivated by 3 types of needs

41
Q

Need for achievement (Mcclelland)

A
  • to successfully complete tasks
  • take on tasks of moderate difficulty
  • not too easy or difficult
42
Q

Need for power (Mcclelland)

A
  • need for prestige, status and being able to influence others or the org.
  • may involve competition
43
Q

need for affiliation (Mcclelland)

A
  • need to feel accepted and respected by a group
  • working as part of a team to collaborate on tasks and goals
44
Q

implication (Mcclelland)

A
  • people tend to favor one of the three
  • show managers how to motivate EEs
45
Q

Deci and Ryan motivation theory

A

Self-determination theory
* autonomy
* competence
* relatedness

46
Q

Autonomy (D&R)

A
  • ability to control one’s situation and have freedom
  • give EEs more choice and agency rather than being told what to do
47
Q

Competence (D&R)

A
  • feeling of being accomplished at something
  • provides opps to learn and training
48
Q

Relatedness (D&R)

A
  • interacting and feeling connected to others
  • provide team work opps
49
Q

implication (D&R)

A

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
Q

Adams equity theory

A

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
Q

Vrooms expectancy theory

A

employees will only be motivated if they see that their efforts will lead to the desired outcome

expectancy - whether employees feel they have the ability to complete the task
instrumentality - whether employees believe they will be rewarded if the task is completed
valence - whether employees value the reward upon completion of the task

52
Q

labour turnover

A

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
Q

low labour turnover pros

A
  • indicator of high morale and effective management
  • lower costs of recruiting and induction training
  • better relations with customers
54
Q

high labour turnover pros

A
  • potentially lower salaries/wages
  • bring fresh ideas and thinking into the business
  • low performing employees might leave
55
Q

appraisal

A

method of evaluating the performance of an EE according to the job contract

56
Q

formative appraisal

A

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
Q

Summative appraisal

A

definitive judgement about the performance of the employee, accompanied with rating
requires goal-setting and benchmarks

58
Q

360 degree feedback appraisal

A

EEs performance is given by collection of opinions from various people with whom they work

59
Q

self-appraisal

A

EE gives their own opinion about their performance

60
Q

recruitment

A

process of hiring new EEs into an org.

61
Q

process of recruitment

A
  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
Q

internal recruitment

A

hiring an EE who already works within the org.

63
Q

external recruitment

A

hiring an EE from outside the org.

64
Q

internal recruitment pros

A
  • 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
Q

external recruitment pros

A
  • 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 (31 decks)

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