Motivation

Question 1

Motivation

Answer 1

The intrinsic and extrinsic factors that stimulate people to take actions that lead to achieving a goal

Question 2

Intrinsic Motivation

Answer 2

Comes from the satisfaction derived from working on and completing a task

Question 3

Extrinsic Motivation

Answer 3

Comes from external rewards associated with working on a task, for example pay and other benefits

Question 4

Content Theories of Motivation

Answer 4

Explain the actual factors that motivate people; i.e. what motivates workers. Herzberg, for example, looked at hygiene factors and motivators, whilst McClelland studied the need for achievement, affiliation and power.

Question 5

Scientific Management (Taylor)

Answer 5

Specialisation and division of labour lead to greater levels of productivity. Taylor introduced a piece-rate payment system to link pay with productivity levels.

Question 6

Taylor : How to improve worker productivity

Answer 6

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 in the quickest method and do not allow them to make any changes to it
6. Supervise workers to ensure that this ‘best way’ is being carried out and time them to check that the set time is not being exceeded
7. Pay workers on the basis of results

Question 7

Maslow’s Hierarchy of Needs

Answer 7

A motivation theory that outlines the five levels of needs, from the requirement to satisfy basic physiological needs through to self-actualisation. Maslow argued that until a lower order need is met, people cannot progress onto the next level of needs.

Question 8

Maslow’s Hierarchy of Needs (ranked top to bottom of pyramid)

Answer 8

1. Self-actualisation (top of pyramid)
2. Esteem needs
3. Social needs
4. Safety needs
5. Physical needs (bottom of pyramid)

Question 9

Maslow’s Self Actualization Needs

Answer 9

Reaching one’s full potential; e.g. challenging work that stretches the individual - this will give a sense of achievement. opportunities to develop and apply new skills will increase potential.

Question 10

Maslow’s Esteem Needs

Answer 10

Respect from others, status and recognition of achievement. Give employees recognition for work done well - status, advancement and responsibility will gain the respect of others.

Question 11

Maslow’s Social Needs

Answer 11

Maslow - Social needs
Trust, acceptance, friendship, belonging to the group and social facilities. Working in teams or groups and ensuring good communication to make workers feel involved.

Question 12

Maslow’s Safety Needs

Answer 12

Protection from threats, job security, health and safety at work. 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.

Question 13

Maslow’s Physical Needs

Answer 13

Food, shelter, water, rest. Income from employment high enough to meet essential needs.

Question 14

Self-actualisation

Answer 14

A sense of fulfilment reached by feeling enriched and developed by what one has learned and achieved

Question 15

Limitations of Maslow’s approach

Answer 15

1. Not everyone has the same needs as is assumed by the hierarchy
2. 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’
3. Money is necessary to satisfy physical needs, yet it might also play a role in satisfying other levels of needs such as status and esteem
4. Self-actualisation is never permanently achieved - as some observers of the hierarchy have suggested. Jobs must continually offer challenges and opportunities for fulfilment, otherwise regression will occur.

Question 16

McGregor’s Theory X and Theory Y

Answer 16

A theory of motivation based on management perceptions of worker attitudes in the workplace. Theory X managers are authoritarian and assume that employees need to be supervised. Theory Y managers assume that employees seek recognition and praise for their contributions and achievements.

Question 17

Theory X (McGregor)

Answer 17

McGregor’s term for describing managers that perceive their employees in a pessimistic way; i.e., subordinates need constant supervision, prefer to be told what to do, avoid work if they can, and do not seek any responsibility.

Question 18

Theory Y (McGregor)

Answer 18

Is an optimistic management stance towards worker attitudes; Theory Y managers believe that employees do have initiative, want praise and recognition for their achievements, and like taking responsibility at work .