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Unit 2: Human Resources (BM IB) > 2.4 Motivation and demotivation > Flashcards

2.4 Motivation and demotivation Flashcards

(59 cards)

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1
Q

Intrinsic motivation

A

Comes from the activity itself

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2
Q

Extrinsic motivation

A

Comes from outside of the activity

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3
Q

Importance of motivation

A
  1. Boost profitability
  2. Increased effort increases productivity
  3. Pride and wellness increases quality
  4. Loyalty to the business
  5. Committment to the business
  6. Less labour turnover
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4
Q

Frederick Winslow Taylor Scientific Management theory

A
  1. focuses on money
  2. workers selected scientifically
  3. pay based on results
  4. managers should say how it should be done
  5. activities that don’t contribute are eliminated
  6. only activities that offer profit
  7. each worker should have a work adequate for their capacities
  8. only source of motivation is money
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5
Q

Disadvantages of Taylor theory

A
  1. hard to measure mental output
  2. not everyone is motivated by money
  3. the more educated people is, the more they want to have a say in how things are done
  4. implies being told what to do
  5. repetitive tedious work
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6
Q

Abraham Maslow Hierarchy Pyramid of Human Needs

A
  1. physiological needs, basic needs (food, warmth, shelter)
  2. safety needs (security of body, employment, family, health and property)
  3. love belonging (friendship, family)
  4. esteem (confidence, achievment, respect)
  5. self actualization (morality, creativity, spontaneity, problem solving)
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7
Q

Disadvantages of Maslows pyramid

A
  1. Impossible to motivate all workers using the same hierarchy of needs
  2. Levels are hard to measure, no borders
  3. order of needs might be different for different people
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8
Q

Frederick Herzberg motivation theory

A

driven by intrinsic motivation
hygiene factors: (why are employees demotivated?) no motivation but satisfaction (rules, working conditions, pay)
motivational needs: (what might motivate employees?) lead to psychological growth of workers (achievment, recognition, responsibility)

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9
Q

Job enlargement (herzberg)

A

more variety in tasks (but not more challenging)
disadvantages: can increase dissatisfaction if its just giving more duties

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10
Q

Job enrichment (herzberg)

A

more complex and challenging tasks to max potential and sense of achievement
disadvantages: cannot be applied in all situations

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11
Q

Job rotation (herzberg)

A

rotate possitions in the business
disadvantages: must go through a training phase before

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12
Q

Disadvantages of Herzbergs theory

A
  1. cant be applied to low skilled/low paid labour
  2. herzbergs research was based on engineers and accountants only
  3. not all employees will be motivated by empowerment or enrichment
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13
Q

McClelland’s acquired needs theory

A
  1. achievement
  2. affiliation
  3. power
    - one of these dominates depending on the person
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14
Q

Disadvantages of McClellands theory

A
  1. Most people have all three needs that take turns at different times
  2. Best managers: power needs, happy ones: affiliation
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15
Q

Deci and Ryan’s self-determination theory

A

types of motivation: autonomous and controlled
types of needs: competence, relatedness, autonomy

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16
Q

Disadvantages of Deci and Ryans theory

A
  1. Hard to identify how much of each need different people require
  2. Many employees are driven only by rewards and arent able to internalise motivators if theres no personal belief
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17
Q

Adam’s equity theory

A

Employees are demotivated if theres no equity between inputs and outputs
input: loyalty, social skills, experience, knowledge, skills, effort
outputs: responsibility, challenge, recognition, profit, bonus, salary
what it gives = what it receives

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18
Q

Vroom’s expectancy theory

A

Behaviour determined by expected outcomes, belief that effort will lead to good performance
1. expectancy (will the effort lead to good performance?)
2. instrumentality (will the performance produce the expected outcomes?)
3. valence (are the outcomes desirable to the employee?)

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19
Q

Labour turnover

A

Percentage of employees who leave a coompany during a fixed period of time

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20
Q

Identification process

A
  1. Job description
  2. Person specification
  3. Internal/external recruitment
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21
Q

Job description

A

Details about the job such as the title, tasks, responsibilities

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22
Q

Person specification

A

Details about the type of person required such as the skills, qualifications, experience

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23
Q

Internal recruitment

A

When the organizations makes someone who already works there take a new position

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24
Q

Advantages of internal recruitment

Study These Flashcards
A
  1. Cheaper
  2. Quicker
  3. Efficient
25
External recruitment
Recruiting an employee that doesnt belong to the organization
26
Disadvantages of internal recruitment
1. Limits pool of labour 2. Internal resentment 3. Leaves a vacancy
27
External recruitment
Recruiting an employee that doesnt belong to the organization. Recruitment agencies, job centers, contacts, specialist publications
28
Advantages of external recruitment
1. new ideas 2. wider range 3. higher standards
29
Disadvantages of external recruitment
1. time consuming 2. costly 3. can result inefficient
30
Application
1. Job advert 2. Application form / résumé 3. Internal or external agency
31
Job advert
1. Where to place it? 2. What info to include 3. What legal requirements
32
Application form
Designed to match the job requirements Focused on issues that the business wants
33
Résumé
Done by the applicant Requested for job positions with few possible applications Flexible quickier and personal
34
Selection processes
1. Shortlisting 2. Testing 3. Interviews
35
Shortlisting
criteria: 1. quality 2. quantity 3. legal requirements
36
Testing
1. aptitude (task oriented activities) 2. personality traits (questionnaires) 3. team-based (exercises)
37
Interviews
1. face-to-face 2. panel (w more than one person) 3. video conference 4. multi-stage 5. multi-day
38
Training
work-related education to increase workforce skills. improves quality, motivates, reduces labour turnover, prepares staff to cover seniors
39
Induction
introduction of new employees to an organization helping them settle in quickly. involves welcoming, making them feel acceptes and providing training about the company's procedures and expectations
40
On the job
training employees at their place of employment during their normal working hours
41
Off the job
receiving training not at their place of employment but offsite, the company paying for a tuition from outside parties
42
Appraisal
Assessing the performance, effectiveness and value of employees in an organization. two way communication, constructive feedback, non-threatening and supportive
43
Inspection
managers review employee's performance and make judgements based on observation. one-way, top-down communication. negative indicators of performance. punishments.
44
Formative appraisal
during training, ongoing, continuous, intends to improve employee's performance
45
Summative appraisal
at the end of the training, formal, documented evaluation of employees. measure employees performance
46
360° degree appraisal
employee receives input from all categories of people (peers, customers, supervisor, etc) comprehensive, expensive, only senior managers receive it
47
Self-appraisal
employee evaluates their own performance
48
Salary
motivation factors: security of receiving income disadvantage: relying on proffessionalism of the staff to provide the quality and quantity expected
49
Wages (time rates)
motivation factors: security of receiving a regular income and opportunity to receive overtime pay disadvantage: employees could work slowly since their pay is not based on an output
50
Wages (piece rates)
motivation factors: increased output will bring a measurable benefit disadvantage: tedious and repetitive work, no control over results
51
Commission
paid by results, percentage of sale value motivation factors: rewarded by results disadvantage: no control over results
52
Profit-related pay
linked to the amount of profit motivation factors: sharing financial rewards encourages sense of belonging and desire to contribute to its success disadvantage: could be a consequence for the business' profitability
53
Performance related pay (PRP)
bonus paid in addition motivation: used with those whose productivity cannot be measured, paid based upon pre-established performance targets disadvantage: cognitive tasks w this method reduce productivity. could be conflictive if its based on subjective factors
54
Employee share-ownership schemes
award shares in the company motivation factors: motivates like a bonus disadvantage: salaries and savings are tied
55
Fringe payments (perks)
non monetary compensation motivation factors: business pays on a pre-taxis instead of the user having to after tax disadvantage: if its not give fairly it can cause conflicts
56
Non-financial rewards
rewards from an employe to an employee as extrinsic motivation with no monetary value like job titles (employee of the month)
57
Empowerment
giving individuals access to resources and information to do their jobs and giving them the power to make decisions empowered individuals believe their important disadvantages: risk of employees not being able to manage their responsibilities
58
Purpose or opportunity to make a difference
ability to connect employees to th aims of the oganization other than profit many individuals want to do more than merely money, they want to make a difference disadvantage: if for profit organizations enphasize this employees might losee focus on their profit objectives
59
Teamwork
motivation factors: individuals tend to be energized by working in teams as it creates sense of belonging and common purpose disadvantages: team failures can camplify dissatisfaction

Unit 2: Human Resources (BM IB) (7 decks)

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