Motivation Theory P Flashcards
Taylor theory approach
Money motivate
Workers receive “fair pay for fair work” pay should be linked to output through piece rates
Promote division of labour includes break down different aspects of job into smaller tasks assigned diff people to specialise in production process
Labour specialisation supposed improve efficiency output
Taylor limitations
Doesn’t account individual differences
Taylor viewed people more as machines with financial needs than humans
Mayo
Increase output were mainly due to greater cohesion and communication through team work leading to an increase in motivation
Mayo drawbacks
Assumes workers and management share the same goals
Biased towards management - workers are manipulated
Staff as asset
Good pay
Invest in training
Clear affective leadership
Chance of promotion
Staff as cost
Zero hour pay
Neglect in training
Min employee rights
Multi spilling - flexible work
Increase skills + employees
Motivation + efficiency
Outsourcing
Get other people or business undertake work that was previously done
Allow Business to focus on core capabilities
Induction training
Introduce new employee to role
In the job t
Training takes place while doing job
Off job
Training takes place away from work place
Induction training dis
Takes time = reduce output
Cause staff demotivates as it takes time
On job adv
Work not interrupted by staff attending training courses
On job dis
Pick up bad habits from other workers
Concentration be poor due to work interruptions
Off Job adv
Higher quality training delivered by experts
Higher levels of concentration as less interruption
Off the job disadvantage
Cost external training course = High
Productivity decreases due to time being spent away from place of work
Employee may learn skills that aren’t relevent to the business
Organisational structure
Way a business are arranged
Job titles and roles of employees
Route through which decisions are made
Who’s responsible/accountable
Relationships between positions in a business
Chain of command
Way authority and power is organised in an organisation
Span of control
No. People a person is directly responsible for
Centralisation
Senior management has more control of business
Ordering + purchasing procedure can be standardised = economies of scale
Senior managers are more experienced + skilful making decisions
Times of crisis a business may need strong leadership by central group
Communication may improve if there are fewer decision makers
Decentralisation
Empowers + motivates workers
Gives subordinates greater job satisfaction
Reduces stress and burdens on senior managers
Delegation should allow greater flexibility + quicker responses to change
Subordinates may have better knowledge of ‘local’ conditions affecting demographics
Types of organisational structure
Flats
Tall
Tall structure
Spam of control : narrow
Communication: slow bc lots of levels of management
Chain of command: long levels
Management cost: Hugh bc levels of management in structure
Decision making : slow
Disadvantage = less trust + freedom
Flat structure
Spam control: wide less layers
Communication: faster less layers
Chain of command: short
Management cost: cheaper
Decion making: quicker
Dis: employee motivation less - nit loads of roles to be promoted to
Matrix structure advantage
Use employee skills + expertise
Motivational for staff - staf = asset = values
Matrix structure disadvantage
Problems with co ord may occur due to dual reporting
May need expensive support system such as extra office staff
Leaders
Devise strategies whilst managers responsible for implementing them
Leaders manage + change + are excellent motivators encourage people to perform there best
Autocratic leadership
leader makes all decisions without consultation
High supervision
Poor level motivation
Useful:
Crisis / low skills jobs
Dis: not meet needs of mayo theory
Laissez - faire leadership
Employees encouraged to make their own decisions within certain limits
“Hand off” approach
Effective is employee are highly skilled experience + motivated
Paternalistic leadership
Makes decisions but takes into account welfare of employees
Do not give subordinates control over decision making , care about employees
Democratic leadership
Allow other to participate in decisions making
Persuasive - leader already make decision takes time to persuade others that it’s a good idea
Consultative - leader consults others about their views before making decision
Relies on good communication but decisions can take long time
