Unit 2.4: Motivation

Question 1

360-degree appraisal

Answer 1

A type of appraisal system that provides feedback from a range of people who work with or interact with the appraisee, such as their line manager, co-workers, subordinates and even customers.

Question 2

Acquired needs theory

Answer 2

D. McClelland’s theory of motivation, based on three types of needs that must be satisfied in order to improve motivation: the need for achievement, power, and affiliation.

Question 3

Appraisal

Answer 3

Also known as a performance review, this is the formal procedure of assessing the performance and effectiveness of an employee, in relation to his/her job description.

Question 4

Commission

Answer 4

Type of financial payment system that rewards workers a certain percentage of the sales of each good or service that they are responsible for completing.

Question 5

Differentiated piece rate

Answer 5

Financial payment system advocated by F.W. Taylor to reward workers based on the level of their output or productivity.

Question 6

Division of labour

Answer 6

The process of splitting up different parts of a job or task and assigning different employees or teams to each particular part of the work. This helps to improve operational efficiency and output.

Question 7

Employee share ownership scheme

Answer 7

Type of financial payment system that involves giving workers shares in the company they work for, either free of charge or at a discounted price.

Question 8

Empowerment

Answer 8

The delegation of decision-making power to workers, granting them the autonomy and authority to be in charge of their own jobs and to execute their own ideas.

Question 9

Equity theory

Answer 9

J.S. Adams’ theory of motivation suggests that people make social comparisons of fairness in the workplace (based on the ratio of their input (effort) to output (rewards).

Question 10

Esteem needs

Answer 10

In Maslow’s hierarchy of needs, this refers to the desire of people to feel respected, having value and having self-respect.

Question 11

Expectancy theory

Answer 11

V. Vroom’s theory of motivation suggests people only put in the amount of effort to do a job or task if they expect their performance to be recognised and rewarded.

Question 12

External recruitment

Answer 12

The approach or process of hiring people from outside the organisation to fill job vacancies.

Question 13

Formative appraisals

Answer 13

Type of appraisal that takes place on a continual basis in order to allow workers to improve their performance and effectiveness.

Question 14

Fringe benefits

Answer 14

Also known as perks, these are financial benefits of a job in excess of the basic pay (wage or salary).

Question 15

Gratuity pay

Answer 15

Financial reward for long-term service or for the completion of a fixed-term contract.

Question 16

Hierarchy of needs

Answer 16

A. Maslow’s theory of motivation that people are motivated by different levels of needs: physiological, safety, social (love and beginning), esteem and self-actualization.

Question 17

Hygiene factors

Answer 17

Also known as maintenance factors, these are the factors that F. Herzberg argued cause dissatisfaction in the workplace (rather than motivation), so must be addressed.

Question 18

Induction training

Answer 18

Type of training intended for new employees in order to help them acclimatise with the people, policies, and processes of the organisation.

Question 19

Internal recruitment

Answer 19

The approach or process of hiring people who already work for the organisation to fill a vacant post, e.g., internal promotion to a managerial post.

Question 20

Job analysis

Answer 20

The process of examining what a particular job involves, thereby enabling the HR department to determine the roles, tasks, duties, responsibilities, and skills required to do the job.

Question 21

Job description

Answer 21

Document containing the particulars of a job, e.g., the job title, roles and responsibilities, and other duties.

Question 22

Job enlargement

Answer 22

A type of non-financial motivation that takes place when more tasks or activities are added to a worker’s job description.

Question 23

Job enrichment

Answer 23

Type of non-financial reward, involving enhancing the experiences of workers, giving workers a wide range of challenging tasks and more responsibility at work.

Question 24

Job evaluation

Answer 24

An assessment of the value of a job in relation to other jobs in the organisation, so that the remuneration and other rewards can be determined in an objective, transparent and fair manner.

Question 25

Job rotation

Answer 25

Type of non-financial motivation that involves workers switching between jobs (tasks) for a period of time.

Question 26

Job security

Answer 26

The assurance given to employees that they will keep their current job for the foreseeable future, usually stated in an employment contract.

Question 27

Labour turnover

Answer 27

The amount of people who leave an organisation, expressed as a percentage of the workforce, per time period (usually one year).

Question 28

Mentoring

Answer 28

The training process of pairing, or attaching, an employee (the trainee or mentee) with a more experienced colleague (the mentor) who acts as a coach, trainer, or advisor.

Question 29

Motivation

Answer 29

The intrinsic desire to do something, which exists when workers do something because they actually want to, rather than because they have to.

Question 30

Motivators

Answer 30

Also known as growth factors, these factors address the higher-level needs in Herzberg’s motivation theory and are based around the job itself, e.g., achievement, purpose, and responsibility.

Question 31

Off the job training

Answer 31

Type of training led by external specialists and takes place away from the place of work.

Question 32

On the job training

Answer 32

Type of training that takes place within the organisation, so employees are performing tasks at the place of work.

Question 33

Performance-related pay (PRP)

Answer 33

Type of financial payment system used to pay people a bonus for reaching or exceeding a set target.

Question 34

Person specification

Answer 34

Document containing details of the attributes and qualities of the ideal person for a particular job, such as preferred qualifications, experiences, knowledge, skills, and personality.

Question 35

Physiological needs

Answer 35

Also known as basic needs, these are the requirements for human survival in Maslow’s hierarchy of needs.

Question 36

Piece rate payment

Answer 36

Financial reward system that pays workers based on their output or productivity, e.g., $8 per unit of output.

Question 37

Productivity

Answer 37

Refers to the operational efficiency of employees by calculating levels of output per worker. The more motivated employees are, the more productive they will be.

Question 38

Profit-related pay

Answer 38

Type of financial reward system which remunerates workers a certain percentage of the annual profits that the business earns.

Question 39

Promotion

Answer 39

The career advancement of an employee in terms of their hierarchical ranking and professional responsibilities.

Question 40

Purpose

Answer 40

An intrinsic, non-financial type of motivation involving people doing genuinely meaningful work, making a difference on a personal, professional or social level.

Question 41

Recruitment

Answer 41

The process of hiring a suitable worker. This would typically involve a thorough job analysis in order to attract suitable candidates and then to selecting (hiring) the one(s) most suited to the job.

Question 42

Recruitment process

Answer 42

A major and vital aspect of human resource management, this refers to the procedures involved in the hiring of the right employees, with the right aptitudes and attitudes.

Question 43

Remuneration

Answer 43

The overall financial package of a person, e.g., salaries, commission, profit-related pay, performance-related pay, share ownership schemes, and fringe benefits.

Question 44

Retention

Answer 44

The opposite of labour turnover, this measures the ability of an organisation to keep its employees at the firm.

Question 45

Safety needs

Answer 45

Also known as security needs, these are the requirements in Maslow’s hierarchy of needs that make people feel safe, such as job security.

Question 46

Salary

Answer 46

Type of financial payment that rewards workers a fixed annual amount of money but paid in monthly instalments.

Question 47

Scientific Management

Answer 47

F.W. Taylor’s theory of motivation, that people are, above all things, motivated by higher wages. Hence, there is one best way to motivate these employees.

Question 48

Self-actualisation

Answer 48

This is the highest level of needs in Maslow’s hierarchy of needs, which occurs when people become the very best that they can be and fulfil their potential.

Question 49

Self-appraisal

Answer 49

A type of appraisal system that involves the individual employee reflecting on and rating his/her own performance against the pre-agreed standards.

Question 50

Self-determination theory

Answer 50

E. Deci and R. Ryan’s theory of motivation that suggests three key requirements to facilitate motivation in the workplace: autonomy, competence, and relatedness.

Question 51

Summative appraisals

Answer 51

Type of appraisal conducted periodically or at the end of a task or project, so includes an element of making a judgement about whether the appraisee has passed the agreed standards.

Question 52

Shortlisting

Answer 52

The process of employers selecting the most suitable applicants and inviting them for a job interview.

Question 53

Social needs

Answer 53

Also known as love and belonging needs, this refers to the requirements in Maslow’s hierarchy of needs about being accepted by others.

Question 54

Teamwork

Answer 54

A form of non-financial motivation, involving the combined efforts of a group of workers to achieve an organisational goal.

Question 55

Time-rate payment

Answer 55

Financial reward system that pays workers based on their time input in the production process, e.g., $10 per hour.

Question 56

Training

Answer 56

The process of providing opportunities for employees to grow and develop by learning and acquiring employment-related skills, knowledge, and experiences.

Question 57

Wages

Answer 57

Type of financial reward payment system based on time or output. Wages are paid as time rate (hours) or piece rate (output).