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BUSINESS MANAGEMENT > MOTIVATION > Flashcards

MOTIVATION Flashcards

1
Q

What is MOTIVATION

A

the internal or external factors that drive individuals to take action and strive towards achieving their goals.

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2
Q

MOTIVATION INFLUENCES………

A

’ level of:
Engagement
Productivity
Job satisfaction
Performance
Attitude to work

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3
Q

Define Internal motivation

A

the inherent drive and desire that arises from within an individual, which encourages them to take action or pursue a goal.

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4
Q

Define External Motivation

A

the influences that come from outside an individual, such as rewards, recognition, or pressure from others, which encourages them to take action or pursue a goal.

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5
Q

what do motivated employees do in business

A

Motivated employees willingly contribute their skills and knowledge to achieve organisational objectives

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6
Q

what are incentives used for

A

motivate employees because they provide rewards or benefits that encourage desired behaviours or performance.

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7
Q

the purpose of incentives

A

increase productivity and job satisfaction.

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8
Q

two types of incentives

A

financial and non-financial.

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9
Q

WHAT happens to the business when employees are unmotivated

A

Decreased productivity
Lower employee job satisfaction
Decline in performance
Increased absenteeism
Higher turnover rates
Negative impact on team morale
Lower business success

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10
Q

what are financial incentives

A

monetary rewards offered to employees in exchange for achieving specific goals or desired outcomes.Or as extrinsic rewards, as they are external to the employee

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11
Q

WHAT does Non-Financial Incentives do

A

motivate employees through use of non-monetary rewards or benefits. often referred to as intrinsic rewards, as they are internal to the employee.

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12
Q

what the other method of encouraging motivation

A

Penalties.

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13
Q

what are penalties

A

consequences or punishments that a business imposes for an employee not meeting certain expectations or failing to comply with established rules or standards.

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14
Q

what are some of the results penalties produce

A

Decreased productivity
Lower employee job satisfaction
Long-term decline in performance
Increased absenteeism
Higher turnover rates
Negative impact on team morale
Lower business success

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15
Q

sales bonuses

A

A sales bonus is an additional financial reward given to employees for achieving or surpassing specific sales targets or goals.

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16
Q

what do sales bonuses do

A

motivate and reward employees based on sales performance:
Total revenue generated
Number of sales achieved

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17
Q

why are sale bonuses important

A

This importantly aligns business success with employee rewards, encouraging employees to work harder to achieve company sales targets.

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18
Q

what are share schemes

A

A shares scheme is a program in which employees are given company shares as a form of compensation or incentive

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19
Q

what do shares schemes allow employees

A

It allows employees to become partial owners of the company, providing them with potential financial gains if the company performs well in the stock market or experiences growth.

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20
Q

Give me examples of Non=financial incentives

A

Recognition and appreciation
Professional development opportunities
Flexible work arrangements
Employee wellness programs
Meaningful / challenging tasks

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21
Q

what is the other method of motivation besides financial and non-financial rewards

A

Penalties.

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22
Q

what are penalties

A

consequences or punishments that a business imposes for an employee not meeting certain expectations

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23
Q

what do penalties produce

A

Decreased productivity
Lower employee job satisfaction
Long-term decline in performance
Increased absenteeism
Higher turnover rates
Negative impact on team morale
Lower business success

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24
Q

financial rewards

A

are monetary rewards offered to employees in exchange for completing specific task or desired behaviour

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25
Q

two types of financial rewards are

A

sales bonuses and share schemes

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26
Q

what are financial rewards referred to as

A

extrinsic rewards as they external to the employee

27
Q

Define sales bonuses

A

An additional financial reward given to employees for achieving specific sales targets or goals

28
Q

Sales bonuses motivate and reward employees based on what

A

sales perfomance

29
Q

what are share schemes

A

a program in which employees are given company shares as a form of compensation or incentive.

30
Q

what do share schemes allow employees to become?

A

It allows employees to become partial owners of the company, providing them with potential financial gains if the company performs well in the stock market or experiences growth.

31
Q

what are non-financial Incentives

A

Non-financial incentives motivate employees through use of non-monetary rewards

32
Q

what is employee Recognition and rewards

A

a non-financial method of rewarding employees for their hard work and efforts towards company objectives. This incentive office employees and opportunity to be acknowledged and recognised for their efforts and their successes. Frequently, this is done publicly within the business and provides the employee with social reward and benefits.

33
Q

maslows hierarchy of needs is aimed for what

A

provide a framework for understanding human motivation and guiding personal and organizational development.

34
Q

what did maslow believe

A

He believed that by identifying and addressing human needs, individuals could achieve a state of self-actualization, where they reach their highest potential and experience a sense of purpose and satisfaction in life.

35
Q

Self-Actualisation

A

the state of reaching one’s fullest potential and personal fulfillment, where individuals are motivated to fulfill their unique talents

36
Q

charasteristics of maslow’s hierarchy of Needs

A

Hierarchy of Needs suggests that all humans are driven by their needs.
Maslow surmised that needs can be categorized into a hierarchical structure.
Basic physiological needs first (e.g. food and shelter)
Higher level needs later (e.g. safety, love and belongingMaslow’s, esteem, and self-actualization)
This theory implies that people fulfill their needs in a sequential manner from most basic and immediate to most complex and enduring.

37
Q

key strenghts of maslow’s hierarchy

A

Comprehensive framework: holistic framework for understanding human motivation and offers a clear roadmap for personal and professional development. (e.g. if a person is worried about losing their job (Safety), they aren’t going to be concerned about peer respect (Esteem)

Practical application: The theory has practical applications in fields like psychology, education, and business. It can inform motivational strategies in the workplace, and aid in understanding employee behaviour and motivation.

38
Q

key weaknesses of Maslow’s hierarchy

A

Cultural / Individual variations: not universally applicable. Cultural values and individual differences can significantly impact the importance and prioritisation of different needs.

Lack of empirical evidence: Maslow’s hierarchy lacks strong empirical evidence to support its claims. The theory is based on subjective observations and self-report data, which may limit its scientific validity and generalisability.

39
Q

charasteristics of Herzberg’s Motivation-Hygiene Theory

A

Conducted research to understand the factors that contribute to job satisfaction.
Underlying motivators (intrinsic factors) and hygiene factors (extrinsic factors) that influence employee attitudes and behaviors in the workplace.
Provided insights into how to create motivating work environments
Conducted research to understand the factors that contribute to job satisfaction.
Underlying motivators (intrinsic factors) and hygiene factors (extrinsic factors) that influence employee attitudes and behaviors in the workplace.
Provided insights into how to create motivating work environments

40
Q

key strenghts of herzberg’s theory

A

Focus on intrinsic motivation: recognises the importance of intrinsic motivators, such as achievement and growth, in driving job satisfaction. Highlights the significance of providing meaningful and fulfilling work.

Practical application: actionable for organisations to enhance employee satisfaction and motivation. Helps address both motivators and hygiene factors, to create a work environment that fosters employee engagement and productivity

41
Q

Key weaknesses of herzberg’s theory

A

Limited scope: the theory oversimplifies the complex nature of employee motivation, by potentially overlooking other important factors that contribute to employee satisfaction and performance.

Lack of universal applicability: potentially not applicable in all cultural contexts. Job satisfaction and dissatisfaction may vary across cultures and individuals, making it challenging to universally apply this theory.

42
Q

VROOM’S expectancy Theory Characteristics

A

Created by Victor Vroom (Canadian psychologist)
1964
Aim of explaining and understanding individual motivation within the context of decision-making.
Aims to explain why individuals choose certain behaviors and actions, based on their beliefs about the outcomes they expect to receive. A person’s motivation is determined by their perception of effort vs reward.
People are motivated when they believe that their efforts will result in high performance, leading to strong outcomes.
Three key factors determine level of motivation:
Expectancy (likelihood of achieving the outcome)
Instrumentality (link between performance and outcome)
Valence (value attached to outcome)

43
Q

key strenghts of Vroom’s expectancy theory

A

A person’s motivation is determined by their perception of effort vs reward.
People are motivated when they believe that their efforts will result in high performance, leading to strong outcomes.
Three key factors determine level of motivation:
Expectancy (likelihood of achieving the outcome)
Instrumentality (link between performance and outcome)
Valence (value attached to outcome)

44
Q

Key Weaknesses

A

Complex to measure: measuring the three factors can be challenging and requires subjective judgments and self-assessments, making it difficult to accurately gauge individual motivations and predict outcomes.

Limited scope: neglects other important factors of motivation, like intrinsic factors, social dynamics, and external influences. E.g. the theory may not capture the full complexity of motivation.

45
Q

Adams’ Equity Theory Characteristics

A

Explain how people perceive fairness in social exchanges and how it affects their motivation.
Highlights the importance of perceived equity in workplace relationships
Fairness = employee satisfaction, engagement, and productivity
The role of social comparisons is key.
Adam’s Equity Theory proposes that individuals are motivated when they perceive that they are fairly rewarded for their efforts.
Inputs (effort, contributions)
Outputs (rewards, outcomes)
People want a sense of equity / balance in their exchange relationships.
When they feel unfairly rewarded, people restore balance by altering their level of input/effort…
This is all about perceived fairness and social comparisons which influences employee motivation / satisfaction

46
Q

key strenghts of adams equity theory

A

Focus on fairness: focusses on perceived fairness and acknowledges that individuals are sensitive to the balance between their inputs and outcomes. Emphasis the objective of achieving employee equity for increased engagement and retention.

Practical implications: practical implications for businesses striving to create a fair and motivating work environments e.g. equitable distribution of rewards, recognition, and opportunities. The theory also encourages open communication and addressing perceived inequities.

47
Q

key weaknesses of Adams theory

A

Individual differences: does not account for individual differences in perceptions of fairness. What is fair for one person, may be unfair for another. Hence, the theory overlooks the complexity of personal values and interpretations of fairness.

Limited focus: primarily focuses on tangible rewards and overlooks the significance of intrinsic motivators and non-monetary factors. This doesn’t fully capture the complexity of employee motivation and satisfaction.

48
Q

what does leadership involve

A

involves inspiring, motivating, and influencing others to achieve a shared vision or goal. It focuses on setting a direction, aligning people, and fostering innovation and change.

49
Q

management

A

other hand, involves planning, organizing, and controlling resources to achieve specific objectives, with an emphasis on efficiency and operational execution.

50
Q

3 Leadership Styles in Business

A

Autocratic Leadership style
Participative Leadership style
Situational Leadership style

51
Q

what is Autocratic Leadership

A

a strict form of leadership where a leader holds the vast majority of the power and authority, making decisions and setting expectations without input from employees.

52
Q

what are the charasteristics of Autocratic Leadership

A

Leader makes the majority of decisions
Limited employee empowerment
Clear hierarchical structure
Rigid and strict
Focus on efficiency, productivity, and strict deadlines
Limited collaboration and creativity among employees

53
Q

advantages of Autocratic leadership

A

Good for constant productivity
Efficient for working with an inexperienced or new team.
crucial decisions can be made on the spot in a crisis

54
Q

disadvatages of autocratic leadership

A

the is dependancy on leader
team morale is low due to work routine not allowing creativity
More absenteesim and turnover

55
Q

define participate leadership

A

to a democratic form of leadership which actively involves employees in the decision-making process and values open communication to achieve organisational objectives.

56
Q

characteristics of Participate leadership

A

Shared decision-making with employees
Empowerment and autonomy of employees
Open and transparent communication
Collaboration and teamwork encouraged
Trust, motivation, and ownership is critical
Inclusive and democratic

57
Q

advantages of Participative Leadership

A

creativity
collaboration
Engagement

58
Q

disadvantages of Participative Leadership

A

Its time consuming
Requires Participation
requires expertise

59
Q

situational Leadership

A

an adaptive form of leadership which adjusts to suit the context and employees involved.

60
Q

characteristics of participative Leadership

A

Adaptability to the situation and needs
Flexible: level of autonomy or supervision is modified to suit situation
Focus on employee development
Effective and clear communication
Empathy towards employee needs and capabilities

61
Q

4 key roles a manager can take during Situational Leadership

A

supportive =participative and shares
coaching=explains
directing=gives instructions
delegating=permits others to make decisions

62
Q

advantages of Situational Leadership

A

motivation
productivity
employee retention
employee Development

63
Q

disadvantages of situational leadership

A

confusion
perception
leadership or management

64
Q

Governement Policies on advertising

A

Product labelling, trading hours and advertising practices to children are areas that the government regulates carefully.
All of these aspects of business influence consumer behaviour.
Government policy attempts to protect consumers.

BUSINESS MANAGEMENT (7 decks)

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