2.4-Motivation & Demotivation: Essential Chapter

Question 1

Motivation Theories

Answer 1

• Taylor
• Maslow
• Hertzberg

Question 2

Motivation

Answer 2

exists when people do something because they want to do it, not because they have to do it.

Question 3

Intrinsic Motivation

Answer 3

Doing something because you wish to do so based on your own personal goals, desire to succeed, and to better one’s self.

Question 4

Extrinsic Motivation

Answer 4

Doing something because of an external factors such as a reward, or to avoid the risk of punishment.

Question 5

what is the most motivating factors

Answer 5

1. interesting job
2. job security
3. achievement
4. financial rewards

Question 6

What are some ways you might describe a workforce that is highly motivated?

Answer 6

1. accomplishing things on their own
2. Cost - Centers

Question 7

Demotivation

Answer 7

• less work done, lower efficiency
• more work for leaders
• less successful
• therefore, more money spent for workers to be motivated rather than demotivated

Question 8

Taylor theory

Answer 8

• Employees are primarily motivated by money and productivity could be improved by setting output and efficiency goals and connecting them with pay.
• Division of Labor, managers decide how each task should be completed, and make employees do only their tasks (Different roles)
• Differentiated piecework, making something that is the required number, if made more, then you will be paid more

Question 9

4 Essential Elements of Taylor’s Theory

Answer 9

1. Study the work process to determine the most efficient production method.
2. Observe and time the best workers in these methods.
3. Train the remaining workers to the same standard.
4. Implement differential pay rates and close supervision to increase productivity.

Question 10

Drawbacks to Taylor’s Theory

Answer 10

• looks at people as if they are robots
• Working harder due to scientific management practices can still mean staff are dissatisfied with the work environment.
• pressure workers to finish their tasks in time, might reduce the quality of products if rushed

Question 11

Maslow’s Theory (important & useful theory)

5 is the most important
1 is the least

Answer 11

1. Self-actualization (desire to become the most that one can be)
2. Esteem (respect, strength)
3. Love & Belonging
4. Safety Needs
5. Physiological needs

Question 12

(Maslow’s Theory) How then do businesses fulfill Physiological (Basic) needs?

Answer 12

paying enough money

Question 13

(Maslow’s Theory) How do businesses fulfill Safety needs?

Answer 13

precautions, water, AC

Question 13

(Maslow’s Theory) How do businesses fulfill Social needs?

Answer 13

perks, staff- dinners, coffee

Question 13

Professor Frederick Herzberg Theory

Answer 13

• Two factor theory
• focuses on Hygiene Needs and Motivator Needs

Question 13

Motivator Needs

Answer 13

• Are factors that lead to the psychological growth of workers and therefore increase satisfaction and performance/productivity.
• Achievement, recognition, responsibility, and advancement are all Motivator Needs.
• Movement vs. Motivation: if Motivator needs are met, people will Move (work) not because they need to but because they want to and are Motivated to do so.
• Motivator needs are unique to individuals, so good managers and leaders need to have a good understanding of their workforce.

Question 13

Hygiene Needs

Answer 13

• Meeting the most basic needs of your workers
• Do not motivate but must be met to prevent dissatisfaction
• They must not fall below the level considered to be acceptable by the workforce
• They vary on the job being performed and working culture of the company or country. Example- You expect to face poor weather conditions if you’re a fisherman, not so much if you bake cakes.
  Or, Japanese workers are more likely to work overtime than someone from France, as another example.

Question 13

How can businesses help with the Esteem of their workers?

Answer 13

• bonuses, money

Question 13

Pros of Herzberg

Answer 13

• could be adapted to many working places

Question 13

cons of Herzberg

Answer 13

• doesn’t work for everybody
• requires time and money

Question 13

Salary

Answer 13

fixed annual rate but paid out monthly

Question 13

Salary Pros

Answer 13

• can improve a company’s cash flow as workers are paid a fixed amount only once a month
• safer, deposited in a bank
• often work more than their set hours, without payment

Question 14

Salary Cons

Answer 14

• not tied to output or quality and efficiency standards
• difficult ward those who are more productive or skilled
• less incentive to work harder as you always have the same

Question 15

Wages

Answer 15

Labor services are often paid by the hour or by the piece. Wages typically increase with experience and responsibilities

Question 16

Wages Pros

Answer 16

• A national minimum wage is normally set by the government so workers receive no less than this rate.
• Workers are often paid overtime for hours worked beyond their contracted hours. This overtime pay is often at a higher rate (1.5x is the most common).

Question 17

Commission Pros

Answer 17

• workers encouraged to sell more and to do so efficiently
• skilled workers can make a significant income (real estate)

Question 18

Wages Cons

Answer 18

• Workers are rewarded for time, not effort.
• Piece rate workers may ignore quality to have more quantity and get paid more.
• Workers do no control their minimum wage, which might be too low to survive on, thus requiring extra employment

Question 19

Commission

Answer 19

Workers are often paid a commission based on their sales or output. This is common in sales jobs to incentivize performance. A base salary is often added to ensure a steady income

Question 20

Commission Cons

Answer 20

• Aggressive selling techniques often strongly affect customer relations and the image of a company
• Higher pressure and stress for workers
• Season and economic changes can negatively affect sales

Question 21

Profit-Related Pay (common in wealthy businesses)

Answer 21

pay of the workers is linked with the profits of the firm, often paid out as an end-of-year bonus

Question 22

Performance-Related Pay (common in wealthy businesses)

Answer 22

If an employee or team reaches their goals, such as sales targets, they may receive an annual pay raise, end-of-year bonus, or end-of-contract bonus.

Question 23

Employee share ownership schemes
(less common)

Answer 23

often an alternative to annual bonuses, instead, employees are given shares/stocks and become shareholders in the company.

Question 24

Fringe payments (perks)

Answer 24

additional benefits aside from a wage/salary. Examples include: gym memberships, health insurance, housing allowance, paid sick leave, etc.

Question 25

Job Enrichment (non-financial reward)

Answer 25

if a job is interesting and challenging, people will be more motivated to do it as there is a sense of accomplishment in completing the job

Question 26

Job Rotation (non-financial reward)

Answer 26

a chance to change up their daily routine and tasks to relieve boredom and same thing

Question 27

Job Enlargement (non-financial reward)

Answer 27

the job remains unchanged but additional tasks are added on to keep things interesting and motivating for the employee to complete.

Question 28

Empowerment (non-financial reward)

Answer 28

granting employees the authority to be in charge of their own job and execute their own ideas to solve tasks and problems. This increases their pride in their work .

Question 29

purpose (non-financial reward)

Answer 29

the opportunity to make a difference, commonly seen in jobs where the employees engage with the public such as: teachers, nurses, social workers, etc.

Question 30

Teamwork (non-financial reward)

Answer 30

fulfils some social needs as well as fostering a ‘we’re in this together!’ type of attitude. Works well when employees are in departmental teams or in cell manufacturing

Question 31

Training vs Development

Answer 31

there is some overlap in how these terms are used but also some differences

Question 32

training

Answer 32

a process where an individual gains job-related skills and knowledge

Question 33

development

Answer 33

refers to activities designed to increase employees’ skills, education, knowledge, and abilities in the workplace

Question 34

induction training

Answer 34

Occurs when an employee is starting a new job in a new place or with a new business.

Examples often include:
Health and safety policies
Layout of the workplace
Basic duties of the job

Question 34

Off the Job Training

Answer 34

Involves training outside the workplace at a location that specializes in a specific type of skill or training exercise. This occurs when a business lacks experience in a particular area and needs to look elsewhere for training.

Question 34

On the Job Training

Answer 34

An employee stays in the place of work to receive training from more experienced employees or through training manuals or media. This is the most common form of training.