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A-Level Business > Motivation > Flashcards

Motivation Flashcards

1
Q

McMullen motivation theory

A
  • ## Believed that employees have dominant needs
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2
Q

3 needs of Mcmellend theory

A

Achievement

Affiliation

Power

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3
Q

Achievement

A

Strong need to set and accomplish challenging goals, takes risks & wants regular feedback

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4
Q

Affiliation

A

Wants to belong to a group, wants to be liked and go along with the group, favours collaboration over competition.

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5
Q

power

A

Wants to control & influence, enjoys competition and winning, enjoys recognition

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6
Q

affiliation meaning

A

not wanting to stand out in a crowd, wants to fit in with the group.

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7
Q

how will identify the needs of an employee help to manage them?

A
  • they will know situations that an employee will work best in.
  • they will know how to accurately praise them to continue motivation.
  • will motivate employees as they will be able to complete tasks they enjoy either individually or as a group.
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8
Q

Herzburg theory

A
  • Two factor theory
  • The two factors are hygiene & motivating
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9
Q

Hygiene factors

A
  • pay
  • working conditions
  • policies

Herzburg believed that the absence of these caused dissatisfaction, but employees aren’t motivated by them

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10
Q

Motivating factors

A
  • job enrichment
  • recognition
  • praise
  • Rewarding work
  • empowerment
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11
Q

Limitations of Herzberg

A

The two-factor theory overlooks situational variables.
Herzberg assumed a correlation between satisfaction and productivity. …
The theory’s reliability is uncertain. …
No comprehensive measure of satisfaction was used.

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12
Q

Job enrichment

A
  • wider variety of tasks
  • greater complexity and challenge
  • manage own workload
  • greater sense of achievement
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13
Q

Empowerment

A
  • more responsibility & more empowerment
  • allow employees to make decisions independently
  • less supervision
  • demonstrates trust
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14
Q

Maslow theory

A

A theory that shows a triangle of the hierarchy of needs, where the bottom one needs to be completed first. From top to bottom the triangle represents:

1 self-actualisation
2 esteem
3 social
4 safety
5 physiological

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15
Q

Self actualisation (1 top)

A

Personal growth and the achievement of full potential as a human

E.g. training, special projects, freedom to innovate.

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16
Q

Esteem (2)

A

Having the respect of others, recognition of effort as well as a degree of status.

E.g. praise, perks, bonuses, celebrations, promotion.

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17
Q

Social (3)

A

Having friendships and positive relationships with others.

E.g. socialising after work, sports, activities

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18
Q

Safety (4)

A

After physiological needs they will seek security, stability and protection.

E.g. swipe cards & codes, cameras, receptionist, health benefits.

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19
Q

Physiological needs (5 Bottom)

A

The need for food, water and shelter.

E.g. good pay check, snack bowl, free lunch, vending machine

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20
Q

Why is the Maslow theory shown as a triangle?

A

The lower needs need to be met first in order to meet the rest of them. Lower in the triangle has higher priority to be complete first.

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21
Q

How might Maslow’s theory be used to managers/leaders to motivate their employees

A

They will see at what stage the employee is on the triangle and then from there they will see what stage of the triangle they will need to develop/improve the employees needs

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22
Q

Limitations of the Maslow theory

A
  • some employees may not require their higher order needs to be met in work
  • it would be a challenge for businessses to identify and meet the needs of every employee
  • needs may not be hierarchal for some employees. For example social. Needs may be as important as security needs.
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23
Q

How can a manager motivate an employee driven by power needs?

A

A manager can motivate a employee driven by power needs greater responsibility, this could be by giving them a higher responsibility than they otherwise would have e.g. looking after subordinates or doing more important jobs

Corrections: this will train & mentor them to become the next managers / leaders.

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24
Q

How can a manager motivate an employee with affiliation needs?

A

A manager could motivate a employee by giving them tasks that everyone does so that they do not feel left out. In addition they could not ask them to do out doing things as to not to put them out of their comfort zone, furthermore leading to higher motivation as they are not wanting to stand out in a crowd, as they want to fit in with the group.

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25
How can a manager motivate high achievers?
The manager could constantly praising them for the work that they are doing, as well as setting them out going tasks that they would not usually get if they weren’t high achievers. Furthermore they could set them more challenging tasks that for example the people with affiliation needs wouldn’t want to be set
26
What does McClelland's theory assume which may not be correct for all employees?
it overlooks some of an employee's more basic needs. This includes things like the need for shelter, food or safety.
27
Why might meeting one employee’s needs have a negative impact on the rest of the team?
The employee may be the only one that has those needs, therefore meaning that the needs of the other employees are overlooked. This may cause other employees to feel as if they aren’t cared for because the management only cares about that one or small group of employees
28
Vroom theory
3 Theories. - Expectancy - Instrumentality - Valence
29
Expectancy
Employees will firstly make decisions based upon what they expect will happen. For example will they be able to fulfil a task
30
Instrumentality
This is the belief that if you perform well that a valued outcome will be received
31
Valence
This refers to the value that they place on the reward on offer
32
Vroom calculation
Expectancy x Instrumentality x Valence.
33
How does Vroom affect a Manager
Managers must make sure that the reward is worth having and that the promises of rewards are fulfilled. (Valence and Instrumentality) Managers must ensure resources to achieve are in place (Expectancy) Managers must ensure targets are achievable (Expectancy)
34
Limitations of Vroom
Placing values on expectancy, valence and instrumentality is subject to opinion Costs of financial rewards might be too high for the business Doesn't work in all contacts for example employees who are tasked with responsibilities rather than jobs where performance can be measured.
35
Drucker Theory
Identifies the skills necessary for management
36
Knowledge Worker
A job which involves handling information or work Suggested that employees who's job is to know the job of the supervisor is to continue to educate this employee for example paying for extra training or a diploma
37
What does Drucker think is the most important asset
The people
38
What is a managers primary purpose
Enable people to perform
39
How should organisations be structured
Organisations should have a flat structure.
40
WWhy is it important to have an interest in employees
By showing an interest in employees they feel more valued leading to greater motivation and productivity
41
What did he have a moral issue with?
Managers being paid financial rewards for redundancies
42
Which concept is he known for
Management by objectives
43
Drucker Gap Fill
Decentralise and Delayer the business Take an interest in employees Offer on going training to improve the knowledge of workers Ensure rewards are given and shared fairly Communicate organisational opinions? Set goals with employees
44
What are the limitations of the Drucker Theory
Relies on good leadership and effective soft skills Some employees wont by motivated by "non monetary" methods
45
Drucker's Graph (Management by Objectives)
46
Locke Theory
Goal Setting Theory. Proposed that employees like to have goals and enjoy working towards them.
47
Locke 5 Principles
Clarity - Clear and Specific. Vague goals leads to confused employees Challenge - A level of difficulty to make completing the task more rewarding Commitment - Committed to the goal and "have ownership" Feedback - How did the Goal go. Altered if needed Complexity - Employees must not feel out of their depth
48
Limitations of Locke
- employees may work towards goals at the ecxpense of other parts of their job - setting targets alone will not necessarily work - managers must facilitate the process of achieving them - goal setting requires monitoring and feedback. This is time consuming for the the manager - can be demotivating if employees don't achieve goals
49
Tom peters suggestions
- acknowledge employee achievement - involve employees in decisions - encourage participation - offer continuous employment
50
Tom peters facts
- Peters published a book called 'In search of excellence' - It dealt with how an organisation should try to gain excellence from all employees. - He was critical of the way that most large corporations were being run. - He agreed with theorists such as McGregor, but could see it wasn't happening. - Peters restated some simple but important points. - He believed employees need to valued and empowered. - Taylor was back in fashion at the time and Peters did not think that this was 'uplifting.
51
Motivation
A strong desire to act in a particular way and to achieve a certain result
52
Morale
The “spirit”. If morale in an individual, group or team is high than there exists a spirit of confidence, purpose etc.
53
Benefits of a motivated workforce
Increased productivity Lower absenteeism Reduced lateness - Reduced employee turnover - Easier to recruit staff - Less wastage - Better customer service - Good attitude can be contagious - Commitment (work extra) - Business reputation - Change easier to implement
54
Monetary methods of motivation
Financial incentives such as commission, profit sharing, bonus payments and price rates.
55
Non-monetary methods of motivation
Job enrichment, team work, praise and the work place environment
56
Bonus payment
An additional payment that workers receive for achieving a payment
57
Profit sharing
This is where workers receive a proportion of the profits made by a business
58
Commission
A payment made to employees based on the value of sales achieved. It can form all or (more often) part of the pay package
59
Piece rate
Payment for each item produced
60
Which financial methods of motivation do Greggs use?
- Bonus payment (they all got a £300 bonus) - Profit sharing (the company shares 10% of their profits with their employees)
61
Which other businesses are named in the article because they use financial methods to motivate staff?
- John Lewis - Waitrose - Sainsbury's - Sports Direct
62
How do Greggs benefit from using financial methods of motivation?
- It is a great way for Greggs to maintain the loyalty of the workforce and creates a very inclusive culture, as the benefits of its success is being shared with everyone. - It is also good "PR"
63
How does praise motivate the workforce
Makes the employee feel valued and therefore motivated
64
How does teamwork motivate the workforce
Close teamwork and a team that gets on means employees work more efficiently together as there is a lower chance of falling out.
65
Job enrichment
Being given extra responsibility. For example, being given the responsibility to cash up after a retail shop has closed for the day.
66
Advantage of job enrichment
- work becomes more inclusive and / or challenging
67
Disadvantage of job enrichment
- May feel to much pressure - it may be perceived as more work for the same money
68
ATR.
Awareness . Trial . Repurchase
69
How has ATR been beneficial. Example What could have prevented Dan from repurchasing. What lessons can marketers learn from this successful application
Audi has been successful mainly due to the constant check up to make sure the product was to good standard and no errors occurred later on. Audi also offered special discounts for future events and releases of new cars. One reason could be the competitors releasing better quality products, but also if the car went wrong during the trial stage and the error wasn't fixed this would impact them negatively. Regular customer engagement as well as the trial stage. Awareness at the beginning is key,

A-Level Business (106 decks)

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