Chapter 5 Motivation & Job Satisfaction Flashcards
What is motivation?
Motivation is the driving force that initiates and directs goal-oriented behaviour.
What is morale?
Morale is the state of the spirits of a person or group as exhibited by confidence,
cheerfulness, discipline and willingness to perform assigned tasks; it is the way we feel about our situation and the tasks we are expected to do.
Explain the job design techniques of enlargement
It can be used when the current job is not challenging enough to keep the incumbent busy. More often, however, it is used to rearrange the way work is shared among employees at a particular level, in order to allow them to take responsibility for one or more entire processes, rather than just part of one.
Explain performance-based systems of pay and when to use
Performance-based: (for example, commissions and incentives) Effective when working with independent contractors/consultants and employees.
Explain job-based systems of pay and when to use.
Job-based: (for example, salaries and hourly rates) Effective when there are clear differences in responsibility, experience, skill or qualification
Explain person-based systems of pay and when to use.
Person-based: Effective where the job is complex, and not easily defined either in terms of what must be done or what would constitute success, (for example, skill-based jobs such as teaching
or research).
Three Basic Motivators (CSU)
conscious motivation (promotion, $$)
semi-conscious (Status, self esteem)
unconscious (reduce uncertainty, please superiors * most powerful)
Explain the job design techniques of enrichment
This approach encompasses such things as increasing task variety and significance,providing the chance to develop new skills and knowledge while doing the job, or finding ways to build in increased feedback and a sense of achievement. The aim is to increase motivation and offer opportunities for personal growth.
Explain the job design techniques of rotation
Job rotation means moving people from one job to another at regular intervals varying from just a few hours to several months. It can be used for succession planning, allowing employees to experience potential future roles and to measure their effectiveness.
Compare the various motivation theories discussed in the material (7) H M T T L H E
1) Hawthorne Studies
2) Maslow’s Hierarchy of Needs
3) Theory X and Y
4) Theory Z
5) Likert’s four management systems
6) Herzberg’s Two-Factor Theory
7) Expectancy Theory
The Hawthorne Studies CFS
Elton Mayo - founder of HR movement Concern for ppl is highest priority Factory workers Social factors - members of groups - relationships with supervisors - informal work environments - strong influence over behaviour
- individual workers cannot be treated in isolation, but must be seen as members of a group
- the need to belong to a group and have status within it is more important than monetary incentives or good physical working conditions
- informal or unofficial groups at work exercise a strong influence over the behaviour of workers
- supervisors and managers need to be aware of the social needs of their employees and to cater to them if workers are to collaborate with the organization rather than work against it
Likert’s Four System
High productivity, lowest costs, highest motivation
Trust/Communication/Productivity/Motivation/Absenteeism
EA / BA / C / P
Likert - 4 styles of leadership: 1 – Exploitative and Authoritative No trust Communication is poor Productivity is mediocre Motivation Fear and Threats Absenteeism is high 2 – Benevolent and Authoritative Trust is master/servant Communication - Some Productivity is fair Motivation - Rewards / threats. Considerable absenteeism and turnover. 3 – Consultative Trust is good but incomplete Communication is both upwards and downwards Productivity is good Some rewards punishment and involvement Moderate absenteeism. 4 – Participative Complete trust Communication is good: all directions Productivity is excellent Goal based motivation Absenteeism and turnover are low.
Maslow’s Hierarchy - desire to fill needs
(Pyramid) - F S B E F
Based on desire to fulfill needs.
Physiological – food, water, shelter
Safety – stable environment
Affiliation – belonging within a group
Esteem – self-respect and esteem of others
Self-actualization – self-fulfillment
Theory X and Theory Y (L C A L)
Theory X managers -believe employees are lazy -require bribery, coercion and control -avoid responsibility -lack initiative Theory Y managers - believe employees like work - do not need to be controlled and coerced - initiative excels with opportunities
Theory Z (S R A)
- shared decision making
- relationships based on mutual respect
- acknowledgement of individual contributions
