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Business > Motivation area of study 2 unit 3 > Flashcards

Motivation area of study 2 unit 3 Flashcards

1
Q

what is Maslow’s Hierarchy of Needs

A
  • humans are motivsted by 5 groups of needs
  • the groups are ranking basic needs to more complex
  • An employee will not be motivated by a group until the next one is met
  • successful businesses will satisfy all needs without top layers staff being demotivated
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2
Q

five levels of needs psles

A 
phyisological 
safety
love/belonging 
Esteem
Self-Actualization
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3
Q

phyisological level (first level)

A
  • Basic pay for survival
  • will be able to pay for food and shelter
  • warmth and rest
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4
Q

Safety (second level)

A
  • physical and emotional safety
  • security and safety
  • job security
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5
Q

Love and Belonging (third level)

A
  • love and affection
  • sense of belonging
  • intimate relationships
  • friends
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6
Q

Self-Esteem (fourth level)

A
  • respect and sense of accomplishment

- status recognition

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7
Q

Self-actualisation (final level)

A
  • fulfilment
  • personal growth
  • development
  • achieving full potential
  • creative activities
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8
Q

maslow advantages if manager uses them

A
  • if managers can identify where an employee lies on the hiearachy they can implement strategies to motivate them specifically
  • provides a good insight and overview of the key motivators of employees
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9
Q

maslow disadvantages if manager uses it

A
  • can be difficult for managers to identify which state of the hiearchy employees are at
  • range of strategies are required
  • difficult in business with large groups of employees
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10
Q

Performance related pay

A

is a salary or wage systme based on how well an employee works, the greater the production, the greater numbber of sales the greater the income

greater the production = greater the income,
car comisson

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11
Q

where is the motivation for performance related pay

A

the motivation is directed towards the performance that earns employees the reward, link to business objectives

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12
Q

issue with performance related pay

A

setting the goal is vital, wrong outcome can happen.
pressure to sale, because their income is related to it
competition within work environment

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13
Q

performance related pay advantages

A
  • very goal focussed

- if set correctly, objectives can be powerful and motivating

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14
Q

performance related pay disadvantages

A
  • becomes very competitive
  • hard to focus on team goals
  • lose focus on broader objectives
  • one area of the business may pity another (sales team the office)
  • only works if employees are motivated by pay, not for social enterprizes
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15
Q

Career advancement

A

is the opportunity of developing your career through being promoted or taking on new roles.
this can motivate employees to perform well and aquire new skills and knowledge

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16
Q

Career advancement advantages

A
  • very personal goals

- employee may develop broader skill and knowledge

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17
Q

Career advancement disadvantages

A
  • very selfish can become competitive
  • hard to focus on team goals
  • can be demotivating if career advancement opportunities are not avaliable
  • may lose focus on business objectives
  • only works if employees are motivated by advancement esteem
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18
Q

investment in training

A

the business pays for training programs to develop the individual employees or a numerous employees skills and knowledge to make their more efficient at their role

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19
Q

investment in training advantages

A
  • very targeted at business objectives, a specific area for improvement
  • often leads to productivity gains and quality improvements
  • can allow for a group of employees to train together and develop skills together
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20
Q

investment in training disadvantages

A
  • can be financially expensive, especially for off the job training
  • if the employee leaves, they take your investment with them
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21
Q

support motivation strategies

A

involves the manager meeting with the employee and verbally mentoring them to help them overcome problems and sieze opportunities

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22
Q

support advantages

A
  • employees feel valued
  • mananger gets directly involved with the motivation focus
  • financially cheaper than training investment
  • feeling of self worth
  • becomes cultural, benefits the whole business
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23
Q

support disadvantages

A
  • may involve a lot of management time meeting with supporting the employees
  • may take a long time to see benefits
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24
Q

sanction motivation strategies

A

refers to punishments for failure to meet or comply with a business objective.
-may be in many forms, pay penalty, lost of promotion oppportunity

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25
Q

sanctions advantages

A
  • very powerful for those employees that are motivated by fear
  • can lead to focusses and hopefully predictable responses
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26
Q

sanctions disadvantages

A
  • does not support employees to make mistakes and learn/develop from them
  • very short term immediate focus
  • builds long term resistance or employees may leave the business
  • builds negative fearful culture
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27
Q

performance related pay short term effect

A

-immediate motivation

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28
Q

performance related pay long term effect

A

-may reach plateau as reach comfortable level

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29
Q

career advancement short term

A

motivation until achieve goal or give up

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30
Q

career advancement long term

A

-culture of self interest

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31
Q

investment in training short term effect

A

employee morale up

-productivity should increase

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32
Q

investment in training long term effect

A

-builds skills and knowledge

33
Q

support short term effect

A

employee morale increases

34
Q

support long term effect

A

long term positive culture

35
Q

sanction short term effect

A

-fast direct motivation

36
Q

sanction long term effect

A
  • fear , resentment

- avoid risk taking

37
Q

training

A

-is focuseed on an employees current job, aimed at imprving employee kills, knowledge, attitudes

38
Q

on the job training

A

-learning on the job from existing employees

coaching, mentoring

39
Q

on the job training advantages

A
  • reduced costs

- learn specific skills/ knowledge directly related to the job

40
Q

on the job disadvantages

A
  • may produce sub standard production in the short term

- may learn bad tricks/ short cuts from existing employees which is against the policies

41
Q

off the job training

A
  • learning from professional instructors away from ther business
  • conferences
  • lectures
  • workshops
42
Q

off the job training advantages

A
  • less likely to be distracted by work environment/colleagues
  • may return with accredited skills / qualifications
43
Q

off the job disadvantages

A
  • increased cost

- cost of lack of employee absense

44
Q

goal setting theory

A
  • specific goals

- challenging goals but achievable

45
Q

according to the goal setting theory (scccf)

A

there are variables that can improve our chances of success

  • specific/clarity
  • challenging
  • commitment
  • complexcity
  • feedback
46
Q

four drives theory

A

works on the concept that we are driven to achieve things. try to achieve all drives

47
Q

what are the 4 drives (LBAD)

A

-drive to acquire
-drive to bond
- drive to learn
-drive to defend
car example

48
Q

how to apply the drive to acquire

A

-have incentives, having remuneration –additional benefits with culture of recognition

49
Q

how to apply the drive to bond

A

-social interactions, celebrations, team building

50
Q

how to apply the drive to learn

A

-training programs, mentors, challenging goals

51
Q

how to apply the drive to defend

A

-defending company by having pride in values and beliefs

52
Q

performance management

A

is the assessment of employees work and how this can be directed in the future to achieve both employee and business objectives

53
Q

MBO

A

management by objectives

-strategy that aims to improve performance…. by clearly defining objectives agreed by both management and employees

54
Q

apprasials

A

refers to a performance review or an performance evaluation

-job performance of an employee is documented and compared against a cirteria

55
Q

self evaluation

A

individuals reflect on their own performance before manager to employee discussion

56
Q

employee observation

A
  • someone watching you perform a task

- with and without their knowledge

57
Q

retirment

A
  • permanently leave the paid workforce

- 65.5 retirement age for pension

58
Q

redundancy

A
  • doesnt need that employee’s job anymore

- business becomes bankrupt

59
Q

why does redundancy occur

A
  • new technology
  • lower sales or production
  • business closes down
60
Q

resignation

A
  • act of telling employer you str leaving
  • voluntary termination
  • notice required
61
Q

dismissal

A
  • firing/sacking

- forced to leave the business

62
Q

unfair dismissal

A

when employee is dismissed from their job in a harsh, unreasonable manner
-fair work commission decides on cases of unfair dismissal

63
Q

serious misconduct

A

theft, fraud, assault
employer does not have to provide notice of termination
-still have to provide entitlements

64
Q

entitlement issues

A
  • when an employee’s job is made redundant

- redundacy pay, serverance pay

65
Q

transition issues

A

CSR principles
help family, morale and help both affected workers and job security
-outplacement services

66
Q

assisting employees in their transition

A

-superannuation, pension, farewell parties/ speeches

67
Q

employee objectives

A
  • income
  • good conditions
  • job security
  • career advancement
68
Q

employeer objectives

A

name some business objectives

69
Q

employment contract

A

wages and conditions of work

TOC’s

70
Q

employee conflicts

A
  • strikes, go slowly, work to rule

- conflicts between employee and employer objectives

71
Q

human resource manager

A

-to keep peace and ensure both sets of objectives are achieved

72
Q

roles of employees in the workplace

A
  • perform duties with proper care and diligence
  • follow safety procedures
  • obey a lawful,reasonable order within the terms of the contract of employment
73
Q

unions

A

-is an organisation formed to represent and protect the rights of employees in a particular industry

74
Q

shop stewards

A

-locally elected union offical, represents the union at the workplace

75
Q

roles of employers in the workplace

A

employeers make sure they pay and working conditions upto the national minimum standards

76
Q

roles of employer associations

A

-group of employers who unit to promote their common interests

77
Q

roles of fair work commission in the workplace

A
  • national workplace relations tribunal
  • independent body
  • set minimum standards, minimum wages in awards
  • unfair dismissal
78
Q

awards

A

pay rates and conditions for a particular industry

Business (12 decks)

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