Motivational theories Flashcards
1
Q
F.W Taylor (scientific management) (4)
A
- employees are mainly motivated by pay
- employees need close supervision
- they should carry out small tasks they can repeat to become efficient
- workers should be paid a piece rate, motivating them to do as many as possible
2
Q
Benefit of Taylor’s theory
A
- workers are encouraged to increase productivity
3
Q
Drawback of Taylors theory
A
- workers are likely to be demotivated by boring jobs - high labour turnover
4
Q
Mayo
A
- employees are motivated by social needs
- encourages managers to take a greater interest in workers
5
Q
benefit of Mayo
A
- value staff opinions and encourage teamwork - motivated workforce - productivity
6
Q
Drawback of Mayo
A
- staff don’t always have the same objectives as the business - communication between managers and employees is not always positive - low productivity
7
Q
Maslow’s hierarchy of needs
A
- there are 5 levels of human needs (physical needs, safety needs, social needs, esteem needs, self actualisation)
- higher needs start to matter once lower needs are met
8
Q
Benefit of Maslow
A
- encourages the business to create an environment for employees that satisfies different needs - motivation - productivity
9
Q
Drawback of Maslow
A
- critics suggest that esteem needs and self-actualisation can never be achieved in some lower-skilled roles (e.g. street sweepers or toilet attendants)
10
Q
Herzberg’s two-factor theory
A
- motivators cause job satisfaction
- hygiene factors cause job dissatisfaction
- pay is not a motivator, but a source of job dissatisfaction if pay is too low
- focusing on meaningful tasks promotes higher levels of motivation and productivity
11
Q
Herzberg’s motivators from most to least important / most potential to satisfy to least (5)
A
Personal achievement, recognition, interest in the work itself, responsibility, growth and advancement
12
Q
Herzberg’s hygiene factors from most to least important / most potential to dissatisfy to least (5)
A
Company policy and administration, supervision, working conditions, salary, relationship with fellow workers
13
Q
Drawback of Herzberg
A
- assumes there’s a link between job satisfaction and productivity, an assumption which has since been questioned
14
Q
Vroom’s expectancy theory
A
- motivation depends on how much an individual wants a reward
- effort - performance relationship (the likelihood that the individual’s efforts will be recognised by the business)
- performance - reward relationship (the extent to which an employee believes a good performance will lead to rewards)
- rewards - personal goals relationship (the attractiveness of the potential awards to the individual)
15
Q
Porter and Lawler’s expectancy theory
A
- expansion of Vroom’s theory
- Rewards are intrinsic (feeling good after performing the task well)
- or extrinsic (reward that comes from outside the individual such as a bonus )
- motivation is affected by an individual’s ability to perform the task and their perception of it
