2.4-Motivation & Demotivation: Essential Chapter Flashcards
Motivation Theories
- Taylor
- Maslow
- Hertzberg
Motivation
exists when people do something because they want to do it, not because they have to do it.
Intrinsic Motivation
Doing something because you wish to do so based on your own personal goals, desire to succeed, and to better one’s self.
Extrinsic Motivation
Doing something because of an external factors such as a reward, or to avoid the risk of punishment.
what is the most motivating factors
- interesting job
- job security
- achievement
- financial rewards
What are some ways you might describe a workforce that is highly motivated?
- accomplishing things on their own
- Cost - Centers
Demotivation
- less work done, lower efficiency
- more work for leaders
- less successful
- therefore, more money spent for workers to be motivated rather than demotivated
Taylor theory
- 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
4 Essential Elements of Taylor’s Theory
- Study the work process to determine the most efficient production method.
- Observe and time the best workers in these methods.
- Train the remaining workers to the same standard.
- Implement differential pay rates and close supervision to increase productivity.
Drawbacks to Taylor’s Theory
- 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
Maslow’s Theory (important & useful theory)
5 is the most important
1 is the least
- Self-actualization (desire to become the most that one can be)
- Esteem (respect, strength)
- Love & Belonging
- Safety Needs
- Physiological needs
(Maslow’s Theory) How then do businesses fulfill Physiological (Basic) needs?
paying enough money
(Maslow’s Theory) How do businesses fulfill Safety needs?
precautions, water, AC
(Maslow’s Theory) How do businesses fulfill Social needs?
perks, staff- dinners, coffee
Professor Frederick Herzberg Theory
- Two factor theory
- focuses on Hygiene Needs and Motivator Needs
Motivator Needs
- 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.
Hygiene Needs
- 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.
How can businesses help with the Esteem of their workers?
- bonuses, money
Pros of Herzberg
- could be adapted to many working places
cons of Herzberg
- doesn’t work for everybody
- requires time and money
Salary
fixed annual rate but paid out monthly
Salary Pros
- 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
Salary Cons
- 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
Wages
Labor services are often paid by the hour or by the piece. Wages typically increase with experience and responsibilities
Wages Pros
- 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).
Commission Pros
- workers encouraged to sell more and to do so efficiently
- skilled workers can make a significant income (real estate)
Wages Cons
- 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
Commission
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
Commission Cons
- 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
Profit-Related Pay (common in wealthy businesses)
pay of the workers is linked with the profits of the firm, often paid out as an end-of-year bonus
Performance-Related Pay (common in wealthy businesses)
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.
Employee share ownership schemes
(less common)
often an alternative to annual bonuses, instead, employees are given shares/stocks and become shareholders in the company.
Fringe payments (perks)
additional benefits aside from a wage/salary. Examples include: gym memberships, health insurance, housing allowance, paid sick leave, etc.
Job Enrichment (non-financial reward)
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
Job Rotation (non-financial reward)
a chance to change up their daily routine and tasks to relieve boredom and same thing
Job Enlargement (non-financial reward)
the job remains unchanged but additional tasks are added on to keep things interesting and motivating for the employee to complete.
Empowerment (non-financial reward)
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 .
purpose (non-financial reward)
the opportunity to make a difference, commonly seen in jobs where the employees engage with the public such as: teachers, nurses, social workers, etc.
Teamwork (non-financial reward)
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
Training vs Development
there is some overlap in how these terms are used but also some differences
training
a process where an individual gains job-related skills and knowledge
development
refers to activities designed to increase employees’ skills, education, knowledge, and abilities in the workplace
induction training
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
Off the Job Training
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.
On the Job Training
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.
