AOS 2 pt 1 Flashcards
Career Advancements
(motivation strategies)
Promotions or more challenging roles.
Challenge L&L
Goals should be challenging enough to be motivating.
Goals should be difficult enough to encourage employees to improve in order to achieve it.
Clarity L&L
Goals should be clear and specific.
Employees should be able to clearly understand what is expected of them.
Commitment L&L
Everybody must be committed to the goal happening.
Should be involved in setting their goal.
Goals should align with the personal interests of employees.
Drive to acquire L&N
Desire to achieve material rewards and high status.
Drive to bond L&N
Desire to participate in social interactions and feel a sense of belonging within the workplace.
Drive to defend L&N
Desire to protect personal security as well as the values of a business.
Drive to learn L&N
Desire to gain knowledge, skills and experience.
Feedback L&L
Feedback (constructive or positive) on goals should be considered
Managers should provide regular support to employees and adjust goals as needed.
Constantly monitor the progress of employees to keep them on track, clarify misunderstandings and encourage them.
Investment in training
(motivation strategies)
Allocating resources to improve employee’s skills and knowledge. Equips employee’s with the expertise needed to perform at a higher level.
- Mentoring
- Training programs within the business
- External training being paid by the business.
Lawrence and Noria’s four drive theory
Motivation theory suggesting that employees strive to fulfil four fundamental needs. Occurring at the same or different times.
Lawrence and Noria’s Four Drive: Strengths
- simple framework to motivate employees
- all four drives can work simultaneously
Lawrence and Noria’s Four Drive: Weaknesses
- determining suitable drives for individuals can be time consuming
- DTA and DTL can be increase business expenses
Lock and Latham’s Goal Setting: Strengths
- Better relationships between management and employees with collaborate work to set goals and provide feedback.
- More motivated to achieve goals if align with personal interests
Lock and Latham’s Goal Setting: Weakness
- Failing goals can decrease employee confidence
- To many goals at once can be stressful and demotivational
Locke and Latham’s Goal Setting Theory
Motivation theory which states that employees strove to achieve well-defines objectives.
Maslow’s Hierarchy of Needs
Maslow stated that the needs had to be satisfied in a sequential order, beginning with the physiological needs, and the need would only be a motivator until they were satisfied.
Only when the lower need was satisfied would the employee be motivated by the next need in the hierarchy.
Maslow’s hierarchy of needs: strengths
- individualised approach
- employees will be at different stages so can apply a variety of methods
Maslow’s Hierarchy of Needs: Weaknesses
- time consuming whilst managers determine the level of each employee to implement appropriate strategy
- assumes all employees are motivated in the same order
Motivation Strategies
Motivating employees will lead to increased productivity, improved employee retention and achievement of business objectives.
Performance related pay
(motivation strategies)
Financial reward for reaching or exceeding a set business goal.
Bonus: one off payment to a particular employee for meeting a particular target.
Commission: Paid amount for accomplishing a sale. Fixed percentage to salesperson.
Pay rise: permanent increase to salary or hourly wage.
Physiological Need M
Basic human need that consists of food, water, shelter, warmth and rest.
Safety and Security Needs M
Motivated by being safe at work and having a sense of job security.
Sanction
(motivation strategies)
Penalising an employee for poor performance or breaching business policies. Fearing punishment from management.
Self Esteem Needs M
Looking for a sense of competence, achievement and respect. Prestige and feeling of accomplishment.
Self-actualisation needs M
Employee is motivated to achieve their best and be all they can be. Achieving one’s full potential, including creative activities.
Short and Long Term: Career Advancements
Primarily a long-term motivation strategy
- motivated within to enhance career –> LTM
- likely to be motivated to work hard
Short and Long Term: Investment in Training
ST = boost skills improving performance and confidence immediately
LT = continuously improve with learning new skills. Ongoing training motivates employees towards long term vision.
Short and Long Term: Sanction
Primarily Short Term Motivator
ST = motivated immediately out of fear
LT = constant sanctions –> poor culture, don’t feel valued therefore demotivating
Short and Long Term: Support
ST = value at business
LT = supportive environment –> understanding that business supports them
Social Needs M
Desire for interpersonal relationships across all aspects of an individual’s life, including within and outside of the workplace.
Support
(motivation strategies)
Providing employees with any assitance that helps employee’s cope with difficulties that may impede their work performance.
- praising good performance
- checking on health and wellbeing
- recognising achievements
- accomodate personal obligations.
Task Complexity L&L
Goals must be achievable.
Goal should not overwhelm employees and should be achievable.
Should receive adequate training and time to achieve their goals.
Business Objectives
Set goals a business is aiming to achieve in the future
HRM
organisation of employee’s pay, role and working conditions
Relationship between BO and HRM
- ensuring employees are motivated
- ensuring employees can positively contribute to the achievement of objectives, enhancing business performance and culture
Training Employees + Efficiency
improve skills - increase job satisfaction. More motivated to complete tasks in a focused, error free manner. Faster production of G&S with higher quality
Motivating Employees - Effectiveness
allowing feedback and improvement of performance. More motivated and determined to achieve business objectives with a higher resilience.
