motivation Flashcards
motivation
reasons or factors that push individuals to get reach a certain goal
why a motivated workforce is important
low absenteeism
high productivity
low labor turnover
workers are more prepared to accept responsibility
impact of poorly motivated workforce
high absenteeism
accidents and carelessness
poor performance
labor turnover
How to improve output per worker or productivity– F.W Taylor’s scientific approach
1 Select workers to perform a task.
2 Observe them performing the task and note the key elements of it.
3 Record the time taken to do each part of the task.
4 Identify the quickest method recorded.
5 Train all workers
6 Supervise workers to
7 Pay workers on the basis of results – based on the theory of economic man.
how Taylors theory helps today
recruitment specialization monitoring workers studying work methods pays systems
Elton mayo- the Hawthorne effect
The Hawthorn Effect states that your productivity changes when someone is watching you
4 reasons why motivation is affected according to mayo
■ Changes in working conditions and financial rewards have little or no effect on productivity.
■ When management consult with workers and take an interest in their work, then motivation is improved.
■ Working in teams and developing a team spirit can improve productivity.
■ When some control over their own working lives is given to workers, such as deciding when to take breaks, there is a positive motivational effect.
■ Groups can establish their own targets or norms and these can be greatly influenced by the informal leaders of the group
Self-actualisation
a sense of self-fulfilment reached by feeling enriched and developed by what one has learned and achieved.
MASLOW hierarchy of needs
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how needs may be satisfied at work
Self-actualisation– fulfilment of potential
challenging work that stretches the individual– this will give a sense of achievement; opportunities to develop and apply new skills will increase potential
Esteem needs- recognition for work done well– status, advancement and responsibility will gain the respect of others
Social needs- working in teams or groups and ensuring good communication to make workers feel involved
Safety needs- a contract of employment with some job security– a structured organisation that gives clear lines of authority to reduce uncertainty; ensuring health and safety conditions are met
Physical needs- income from employment high enough to meet essential needs
limitations of Maslow’s approach
■ Not everyone has the same needs as is assumed by the hierarchy.
■ In practice it can be very difficult to identify the degree to which each need has been met and which level a worker is on.
■ Money is necessary to satisfy physical needs, yet it might also play a role in satisfying the other levels of needs, such as status and esteem.
Herzberg and the 2 factor theory
■ those factors that led to them having very good feelings about their jobs
■ those factors that led to them having very negative feelings about their jobs
motivators: characteristics associated with Job satisfaction resulted from five main factors
- achievement
- recognition for achievement
- the work itself
- responsibility
- advancement.
‘hygiene factors’: characteristics associated with Job dissatisfaction resulted from five main factors
- company policy and administration
- supervision
- salary
- relationships with others
- working conditions.
McClelland 3 main needs for motivation theory
- need for achievement
- need for power or authority
- need for affiliation
Vrooms expectancy theory is based on
valence- the depth of the want of an employee for an extrinsic reward
expectancy- the degree to which people believe that putting effort into work will lead to a given level of performance.
instrumentality- the confidence of employees that they will actually get what they desire,
Vroom says workers can be motivated if they believe that:
■ there is a positive link between effort and performance
■ favourable performance will result in a desirable reward
■ the reward will satisfy an important need
■ the desire to satisfy the need is strong enough to make the work eff ort worthwhile.
financial rewards (motivators)
■ hourly or time-based wage rate
■ piece rate
■ salary
■ commission
piece rate: a payment to a worker for each unit produced
advantages and disadvantages
adv
■ It encourages greater eff ort and faster working.
dis
■ It may lead to falling quality and safety levels as workers rush to complete units
time-based rate:
advantages and disadvantages
payment to a worker made for each period of time worked, e.g. one hour.
commision: a payment to a sales person for each sale made
advantages and disadvantages
adv
1.
2.
Disadvantage
1.
2.
salary: annual income that is usually paid on a monthly basis.
advantages and disadvantages
adv
■ It gives security of income.
dis
■ It may lead to complacency of the salary earner
Performance-related pay:
a bonus scheme to reward staff for above-average work performance.
Fringe benefits:
benefits given, separate from pay, by an employer to some or all employees.
Bonus: .
a payment made in addition to the contracted wage or salary
Profit sharing:
a bonus for staff based on the profits of the business – usually paid as a proportion of basic salary.
non-financial methods of motivation
■ job rotation
■ job enlargement
■ job enrichment
■ job redesign
Job rotation:
increasing the flexibility of employees and the variety of work they do by switching from one job to another
Job enlargement:
attempting to increase the scope of a job by broadening or deepening the tasks undertaken
Job redesign:
involves the restructuring of a job, to make work more interesting, satisfying and challenging
job enrichment
organising work so workers can use their full potential
Worker participation:
workers are actively encouraged to become involved in decision-making within the organisation.
Quality circles:
voluntary groups of workers who meet regularly to discuss work-related problems and issues
