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Business A Level > Motivation > Flashcards

Motivation Flashcards

1
Q

What is meant by motivation

A

A strong desire to act in a particular way and to achieve a certain result (the will to want to work)

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2
Q

What is meant by morale

A

Refers to ‘spirit’

If morale is high, a spirit of confidence and purpose exists

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3
Q

Benefits of a motivated workforce

A
  • Increased productivity
  • Lower absenteeism
  • Reduced lateness
  • Reduced labour turnover
  • Easier to recruit staff
  • Less wastage
  • Lower Training costs
  • Reputation
  • Easier to implement change
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4
Q

Examples of monetary methods of motivation

A

Price rate
Commission
Profit-sharing
Bonus

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5
Q

Examples in non-monetary methods of motivation

A

Fear
Praise
Teamwork
Job enrichment/enlargement/rotation

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6
Q

What is Taylor’s scientific management theory

A

Believes to motivate employees, jobs should be broken down into simple tasks and then the best suited candidates would be trained to specialise in that task

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7
Q

What does Taylor’s scientific management theory suggest about how employees should be paid

A

Peice rate

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8
Q

Why is Taylor’s management theory not applicable today

A

Tertiary sector jobs can’t be organised like this

Worker want to enjoy work

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9
Q

What does Mayo’s theory concern

A

That psychological factors are crucial in motivating workers

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10
Q

What is an example of what Mayo believed managers should do

A

Recognise when employees achieve something and give them praise/rewards

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11
Q

What does McClellands human motivation theory/three needs theory concern

A

Three needs that he believed motivate workers

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12
Q

What are McClellands 3 needs

A

Achievement
Affiliation
Power

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13
Q

What does achievement concern in McClellands theory

A
  • Workers have a strong need to set and accomplish goals

- Like to receive regular feedback

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14
Q

What does affiliation concern in McClellands 3 needs theory

A
  • Want to belong to a group

- Favours collaboration over competition

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15
Q

What does power concern in McClellands theory

A
  • Want to control and influence others

- Enjoys competition, status and recognition

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16
Q

How is McClellands theory used

A

A manager identifies the most dominant of the three needs in an employee and will help to manage them in this way, and thus motivate them appropriately

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17
Q

Are the 3 needs mutually exclusive?

A

No, but it is likely each worker will develop a bias towards one

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18
Q

Limitations of McClellands theory

A
  • Assumes that people will always be motivated by their dominant need
  • May not be useful when managing a team as they are likely to have conflicting needs that can’t be met at the sane time
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19
Q

What does Herzbergs motivation two factor theory concern

A

Motivating and hygeine factors

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20
Q

What is meant by hygeine factors

A

Don’t motivate staff when present but demotivate staff when absent

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21
Q

What is meant by motivating factors

A

Factors that motivate staff when present

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22
Q

Advantages of Herzbergs 2 factor theory

A
  • Applies to everybody (unlike McLelland)

- Looks at what may be demotivating rather than purely motivating

23
Q

What are some limitations of Herzbergs 2 factor theory

A
  • Workers May classify factors in different ways eg may regard pay as motivating rather than
  • Some May be both motivated and demotivated by both factors eg environment
  • May be a challenge to enrich and empower unskilled workers
24
Q

What is meant by vrooms expectancy theory

A

The level of motivation is dependent upon the 3 factors combined

25
Q

What is the equation for vrooms expectancy theory

A

Expectancy x instrumentality x valence = motivational force

26
Q

What is meant by expectancy

A

Whether they believe they are able to fulfil a task

27
Q

What is meant by instrumentality

A

The belief you have of receiving the reward

28
Q

What is meant by valence

A

The value of the reward in offer in their opinion

29
Q

How can managers use this theory as a template to ensure workers will be motivated in future

A
  • Make sure the reward is worth having
  • Make sure that promises of rewards are always fulfilled
  • Ensure resources are in place to allow employees to achieve this
  • Ensure targets are achievable
30
Q

Uses of vrooms expectancy theory

A
  • Can be applied to both monetary and non monetary

- Manager can personalise method for individual

31
Q

Limitations of vrooms theory

A
  • Time consuming
  • Subjective
  • Not applicable if rewards aren’t available
  • Financial rewards are costly
32
Q

What does Maslow hierarchy of needs concern

A

The 5 needs that motivate a worker

33
Q

What are the 5 needs in mallows hierarchy

A
  • Physiological
  • Safety
  • Social
  • Self-esteem
  • Self actualisation
34
Q

What is meant by physiological needs and examples

A

Basic human needs

  • Good pay
  • Toilets
  • Food
35
Q

What is meant by safety needs and examples

A

Security, stability and protection

  • Security cameras
  • Bullying procedures
  • codes on doors
36
Q

What is meant by social needs and examples

A

Love and belonging

  • Team work
  • After work socialising
37
Q

What is meant by self esteem and examples

A

The value an individual puts on their own worth

  • Praise
  • Bonuses
  • celebrations
38
Q

What is meant by self actualisation and examples

A

Concerned with personal growth and the achievement of ones full potential as a human

  • Training
  • Freedom to innovate
  • Promotion opportunities
39
Q

Advantage of maslows hierarchy

A

Methodical approach showing clear stages, can be used like a checklist

40
Q

Limitations of maslows hierarchy

A
  • Some employees don’t need these needs to be met at work
  • Challenge to identify and meet needs of employees in a large organisation
  • Needs May not be hierarchical, or may be in a different order
41
Q

What does Drucker believe

A

That employees are the most important asset to any business and a managers primary purpose is to enable people to perform

42
Q

What are some of the characteristics of motivation that drucker beleives in

A
  • A business should decentralise and delayer the organisation as much as possible
  • Offer ongoing training
  • Consider employees social needs
  • Ensure rewards are shared fairly
  • Communicate objectives/set goals
43
Q

What is druckers management by objectives model

A 
Review organisational objectives
Set objectives
Monitor
Evaluate
Reward

Shown in a circuit

44
Q

How does drucker believe objectives in management by objectives theory should be set

A

Be in line with organisational objectives and be decided with the employee, not enforced

45
Q

Limitations of druckers model

A
  • Relies in good leadership and effective soft skills

- Some employees won’t be motivated by non monetary methods

46
Q

What does lockes goal setting theory concern

A

Employees like to have goals as they enjoy working towards them, and he suggested 5 principles that should be followed when setting goals

47
Q

What are the 5 principles of goal setting suggested by Locke

A 
Clarity
Challenge
Feedback
Commitment
Task complexity
48
Q

What is meant by clarity in lockes goal setting theory

A

How specific and achievable a goal is

49
Q

What is meant by challenge in lockes goal setting theory

A

It should be challenging but not too much to ensure the employee is motivated to achieve goal

50
Q

What is meant by commitment in lockes goal setting theory

A

Employees have to have ‘ownership’ of their goals

51
Q

What is meant by feedback in lockes goal setting theory

A

Encouragement, praise, constructive criticism and guidance during process so that progress can be gauged and targets altered

52
Q

What is meant by complexity in lockes goal setting theory

A

Employees must not feel out of depth and must have relevant resources

53
Q

Limitations of lockes goal setting theory

A
  • Goals May be at expense of other work
  • Managers must facilitate whole whole process such as in druckers, can’t just set goals
  • If managers don’t monitor, this requires time
  • Can be demotivating if employees is unable to achieve goal
54
Q

Tom peters

A

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Business A Level (16 decks)

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