Motivation and Demotivation HRM Flashcards
fucking hell final exams
All of the motivational theories 1 and 2
Taylors scientific management
Maslows Hierarchy of needs
Herzberg’s 2 factor theory
McClellands acquired needs there
Deci and Ryans self determination theory
Expectancy theory
Equity theory
Taylors Scientific Management Define
- max efficiency and productivity by scientifically analysing and standardizing work processes
- break down tasks into simple ones/steps
- break down into small steps - when most efficient one/method is found - u train employees accordingly
Taylors Scientific Management +/-
+: increased efficiency - tells managers - breaks down tasks thru specialization
+: standardization - reducing errors and inconsistencies.
+: clear hirarechy - defines roles clearly, improving accountability and supervision.
+: saves time
+: Performance-Based Rewards – Encourages motivation through pay linked to output - peice rate wage/compensation (time or output).
-: Lack of Human Consideration – Ignores employee needs, creativity, and job satisfaction.
-: Repetitive Work – Can lead to boredom, low morale, and high turnover.
-: Resistance to Change – Employees may dislike rigid rules and strict supervision.
-: veremphasis on Productivity – Can lead to stress and burnout.
-: Limited Applicability Today – Less effective in modern, dynamic, and team-based workplaces
Maslows Hirarechy of needs +/-
+:
Holistic Approach – Considers both physical and psychological employee needs.
Motivation Insights – Helps managers understand what drives employee behavior.
Flexible Framework – Can be applied to different individuals and workplace situations.
Focus on Personal Growth – Encourages long-term development and self-actualization.
Widely Recognized – Easy to understand and commonly used in HRM and education.
-:
Rigid Structure – Assumes needs follow a fixed order, which may not apply to everyone.
Cultural Bias – Based on Western ideals, not always valid across cultures.
Lack of Empirical Evidence – Limited scientific proof supporting the exact hierarchy.
Overgeneralization – Doesn’t account for individual differences in motivation.
Difficult to Measure – Psychological needs like esteem or self-actualization are hard to quantify.
Herzbergs 2 factor theory +/-
+:
Distinguishes Motivation Clearly – Separates factors that cause satisfaction (motivators) from those that cause dissatisfaction (hygiene factors).
Focus on Job Enrichment – Encourages meaningful work to improve employee motivation.
Practical for Managers – Offers actionable steps to improve motivation without always increasing pay.
Improves Retention – Helps identify and address dissatisfaction to reduce employee turnover.
Backed by Real-World Observation – Based on interviews with actual employees, making it more grounded.
-:
Methodology Criticized – Based on self-reporting, which can lead to biased or inconsistent results.
Overlooks Individual Differences – Assumes all employees are motivated by the same factors.
Limited to White-Collar Jobs – Originally tested on professionals, not necessarily applicable to all roles.
Motivators and Hygiene Factors May Overlap – In real life, some factors can influence both satisfaction and dissatisfaction.
Doesn’t Consider External Factors – Ignores broader social, economic, or organizational influences on motivation.
Maslows hirarechy of needs define
people have diff needs and those needs to be satisfied before others can be met, if these needs are satisfied one can reach successful employee motivation and satisfaction.
human needs are arranged in a five-level pyramid, where individuals must satisfy lower-level basic needs (like food and safety) before progressing to higher-level psychological and self-fulfillment needs (like esteem and self-actualization).
Herzbergs 2 factor theory define
here are two types of factors affecting workplace motivation: hygiene factors, which prevent dissatisfaction (like salary and job security), and motivators, which actively promote satisfaction and motivation (like recognition and personal growth).
If u eliminate job dissatisfaction, it does not lead to job satisfaction/moetivation.
McClellands aquired needs theory define
individuals are driven by three key needs—achievement (the drive to excel), affiliation (the need for friendly relationships), and power (the desire to influence or control others)—which are learned over time through life experiences rather than being innate.
McClellands acquired needs +/-
+:
Individual-Focused – Recognizes that different people are motivated by different needs.
Applicable to Workplace Roles – Helps match employees to roles that suit their dominant needs (e.g., achievers in challenging tasks, affiliators in team-based roles).
Flexible and Learnable – Suggests motivation can be developed through experience and training.
Useful for Leadership Development – Especially relevant in identifying and nurturing leaders (high need for power).
Promotes Tailored Motivation Strategies – Encourages managers to personalize incentives based on employee needs.
-:
Hard to Measure – The three needs are internal and subjective, making them difficult to assess accurately.
Overlooks Basic Needs – Doesn’t account for physiological or safety needs like Maslow’s hierarchy does.
Limited Empirical Support – Less research and validation compared to more established motivation theories.
May Oversimplify Human Motivation – Reducing motivation to just three needs might not capture the full complexity of human behavior.
Assumes Stability of Needs – Implies that dominant needs don’t change much over time, which may not always be true.
Deci and Ryans Self determination
people are most motivated and perform best when their three basic psychological needs are met: autonomy (control over one’s actions), competence (feeling capable and effective), and relatedness (feeling connected to others). It emphasizes the importance of internal (intrinsic) motivation over external rewards.
Deci and Ryans self determination theory +/-
+:
Comprehensive – Focuses on a broad range of psychological needs, providing a holistic approach to motivation.
Focus on Intrinsic Motivation – Encourages long-term motivation and personal growth, which often leads to better performance and well-being.
Empirical Support – Supported by a large body of research, making it widely validated and applicable.
Flexibility – Can be applied in various settings, including education, workplace, and sports.
Improves Well-Being – Promotes autonomy and personal choice, contributing to overall mental health and satisfaction.
-:
Complexity in Measurement – Measuring intrinsic motivation and psychological needs can be difficult and subjective.
Cultural Differences – The emphasis on autonomy may not be universally relevant across all cultures that prioritize collectivism over individualism.
Overemphasis on Autonomy – Too much focus on autonomy might overlook the value of external structure and guidance in certain environments.
Not Always Practical – Providing autonomy and fulfilling all three needs may not be feasible in every organizational or educational context.
Focus on Ideal Conditions – Assumes an ideal environment where intrinsic motivation is the norm, which may not always be the case.
Equity theory define
peoples satisfaction and motivation is determined by their understanding of fairness - particularly in relation to the level/ratio of inputs vs outputs
individuals are motivated by a sense of fairness in the workplace. According to the theory, employees compare their input (e.g., effort, time, skills) and output (e.g., rewards, recognition, salary) to those of others. If they perceive an imbalance—where their input is not fairly compensated by their output compared to others—they may feel demotivated or dissatisfied, potentially leading to efforts to restore equity.
Equity theory +/-
+:
Focuses on Fairness – Highlights the importance of perceived fairness in the workplace, which is crucial for motivation and morale.
Explains Workplace Behavior – Helps understand why employees may feel demotivated even if they are fairly compensated—if they perceive others are getting more.
Encourages Transparency – Promotes fair practices in rewards, recognition, and workload distribution.
Applicable Across Roles – Can be used to understand motivation at all levels of an organization.
Supports Employee Engagement – Encourages managers to address imbalances, which can lead to higher job satisfaction and productivity.
-:
Subjective Perceptions – Equity is based on personal perceptions, which may not always reflect reality.
Difficult to Measure – Inputs and outputs vary widely and are often hard to quantify or compare fairly.
Overemphasizes Comparison – Constant comparison with others can lead to unnecessary dissatisfaction or conflict.
Limited Intrinsic Focus – Doesn’t account for internal motivations like passion or interest in the work itself.
Cultural Differences – Perceptions of fairness and equity may differ across cultures, limiting universal application.
Expectancy theory define
individuals are motivated to act in a certain way if they believe that their effort will lead to good performance (expectancy), that this performance will lead to a desired outcome or reward (instrumentality), and that the reward is valuable to them (valence).
Expectancy theory +/-
+:
Clear and Logical Structure – Breaks motivation into understandable components (effort, performance, reward).
Individual-Focused – Recognizes that motivation varies based on personal goals and values.
Performance-Oriented – Connects effort and performance directly to rewards, encouraging productivity.
Customizable – Can be tailored to different roles and industries based on individual expectations and rewards.
Encourages Goal Setting – Helps managers align employee goals with organizational outcomes.
-:
Assumes Rational Thinking – People don’t always act logically or calculate effort vs. reward consciously.
Complex to Apply – Requires managers to deeply understand each employee’s expectations and values.
Hard to Measure – Valence, expectancy, and instrumentality are subjective and difficult to quantify.
Doesn’t Account for Emotions – Overlooks emotional, social, or cultural factors that influence motivation.
May Overlook Intrinsic Motivation – Focuses more on external rewards rather than internal satisfaction or enjoyment.
Define Labor Turnover + Formula
% of employment leaving the. business in a specific period of time.
formula:
(# of emp leaving business / total # of emp in bus ) X 100
low - to retain expertise
high - fresh ideas
Causes of LT
Avoidable:
Dissatisfaction w money and task ur doing
poor work envio
toxic work culture
policies and regs in business
Unavoidable
family
physical reasons
retirement
dismissal - fire
redundancy - job/role no longer needed
4 methods of appraisal
1 - summarize - end of specific period, eval overall perf and give final verdict (rewards/punishment)
2 - formative - ongoing thruout business period/working period. - feedback and encouragement (looks at skills, progress, behavior, on ones work).
3 - 360˚ specific employees perf is evaled Fromm diff ppl involved in work (subordinates, managers, customers, etc).
4 - self - preset criteria for employees to eval their own perf - helps them prep for more summative/formal appraisal methods/discussions and identify their own needs to help improve.
6 methods of recruitment
- Job Analysis
A process of examining and identifying the key tasks, responsibilities, skills, and qualifications needed for a specific job. - Job Description
A written document that outlines the duties, responsibilities, working conditions, and scope of a specific job role. - Person Specification
Details the ideal candidate’s qualifications, skills, experience, and personal attributes needed to perform the job effectively. - Job Evaluation
A method to assess the value or worth of a job in relation to other roles within the organization, often used to determine fair pay. - Job Advertisement
A public announcement—through various media—used to attract suitable candidates by sharing key job details and requirements. - Selection
The process of assessing and choosing the most suitable candidate(s) from the applicants, typically through their application, tests (IQ), interviews, and job offers.
+/- of internal
+/- of external
methods of recruitment
Internal (choosing people that r in business):
+:
shorter intro processes
familiar w people
less cost - shortened process
more motive for other emps to do better if they can rise in COC (exp theory)
-:
less number of emps - another vacancy
less innovation and creativity
less intro of new ideas
discontent - equity theory - other emps dissatisfied cuz they didn’t ge the promo
external (hire outside bus)
+:
more number of emps
not additional vacancy
more innovation
less conflict (int disputes abt who should get new position)
-:
longer intro process
surprises (not fam w person)
more cost and more time
discontent (demotiv if emp x get promo)
7 methods of financial rewards
financial rewards - monetary compensation
1) salary - give money for period of time in equal installments
2) wage - money based on time or level of output - piece work - output based pay.
3) commission - % of total sales produced by a specific product that emp sells
4) performance related - bonus money based on predetermined or performance related goal that has been met
5) profit related - % of profits bus makes given to specific employee once a year.
6) emp share ownership - given shares or opp to buy shares (maybe at discounted price)
7) fringe payments - benefits in addition to normal pay - level of benefits based on emp poisition.
6 methods of non financial rewards
non financial - recognize emp efforts and improving motivation thru improving job design (how things are done)
1) job enrichment - job is redesigned to be more complex - requires additional training (emp improves skills and level of challenging work)
2) job enlargement - additional tasks to all done/given job - same level of difficulty (not req additional training)
3) job rotation - changing emps jobs/tasks temporarily to learn new skills and tasks and gain exp - can be put on CV
4) empowerment - increasing emp responsibility (more dming, control, authority, trust, opps)
5) purpose - make feel like their work contributes to ext envio/greater good - more meaning to work they do - intrinsic motivation
6) teamwork - opps to work in team, build Rs’s and get to know others.
3 types of training + define
- On the job - emp continues to work without leaving the workplace
- Induction the process of introducing new employees to an organization’s policies, culture, and job responsibilities to help them settle into their roles effectively
- off the job - away from emps normal workplace so they can focus mainly on training.
off the job training
lectures
conferences
vestibule training - prototypeenvio near workplace (factory)
stimulators - specialized equip that simulates work envio as closely as possible - trainee asked to make dms and give feedback as if irl (VR ts)
