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IB business management HL (full deck) > 2.4 - Motivation and Demotivation > Flashcards

2.4 - Motivation and Demotivation Flashcards

(72 cards)

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1
Q

Motivation definition

A
  • the internal or external drive where individuals aim achieve a personal or organisational goal
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2
Q

what are signs of motivation

A
  • higher productivity
  • higher quality production of good or service
  • greater number of overtime workers
  • lower absenteeism
  • lower labour turnover
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3
Q

Demotivation definition

A
  • when employees do not have a drive to achieve a certain goal
  • exists when an employee has no interest in, or enthusiasm for their work
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4
Q

signs of demotivation

A
  • greater absenteeism
  • higher labour turnover
  • lower quality of produced good or service
  • poor customer service
  • low productivity
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5
Q

what are the motivation theories?

A
  • Maslow’s Heirarchy of Needs
  • Taylors Motivation Theory
  • Hertzberg’s Motivation Two Factor Theory
  • McClelland’s Motivation Theory
  • Deci and Ryan’s Motivation Theory
  • Adam’s Equity Theory
  • Vroom’s Expectancy Theory
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6
Q

What is the baseline of Taylor’s Motivation Theory?

A
  • “economic man”
  • people are solely motivated by money
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7
Q

What are characteristics of Taylor’s Motivational Theory?

A
  • piece rate
    (based on the rate of output)
  • an example of scientific management
  • emphasis on close supervision by managers (ensure productivity)
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8
Q

Taylor’s Motivational Theory pros/cons

A

pros
* easy to implement
* increased efficiency

cons
* first attempt to measure and improve motivation
* lack of creativity and innovation
* treats workers like machines

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9
Q

What is Maslow’s Motivation Theory?

A

a theory suggesting that humans are motivated by 5 heirarichal needs, and once those on the lower levels are fullfilled those on higher levels can become motivating factors

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10
Q

what are the levels in maslow’s motivation theory

A
  1. physiological needs
  2. safety needs
  3. love and belonging (social) needs
  4. esteem needs
  5. self actualization
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11
Q

what does each level on maslow’s heirarchy of needs mean?

A
  1. physiological needs (basic)
    * income and adequate working environment
  2. safety needs (basic)
    * health and safety policies
    * job security
  3. love and belonging (social) needs (psychological)
    * social and recreational facilities
    * teamwork
  4. esteem needs (psychological)
    * delegation of authority
  5. self-actualization
    * providing opportunities and responsibilities to deploy new skills
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12
Q

Maslow’s Motivational Theory pros/cons

A

pros
* more in detail than Taylor and just money

cons
* not everyone moves up pyramid systematially
* what does self-actualisation actually mean?

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13
Q

what is Hertzberg’s Two-Factor Motivational Theory?

A

states that employee motivation is influenced by two factors:
* motivators motivate when present
* hygiene demotivate when absent

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14
Q

about the two factors in Hertzberg’s Two-Factor Motivational Theory

A

Motivating factors
* higher motivatoin when present
* psychological factors that motivate employees
* (Maslow - Self-Actualisation, Esteem)

Hygiene Factors
* do not motivate employees
* but demotivate when they are not met
* Maslow - Physiological, Safety, Belonging

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15
Q

examples within Herzberg’s Motivation Theory

A

Motivating Factors
* achievement of goals and targets
* recognition for achievement
* responsibility for greater/complex duties
* personal growth + advancement

**Hygiene Factors **
* company and policy administration
* relationship with boss/co-workers
* supervision of employees
* working conditions
* salary
* job security

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16
Q

pros/cons of Hertzberg’s Heirarchy

A

pros
* focuses on the employees an physchological needs
* focuses on job enrichment (meaningful work)
* increases long-term motivation

cons
* assumes all employees are motivated by the same things
* applies closest to white-collar/professional settings
* may be time-consuming and expensive to implement (redseigning jobs, offer promotions etc.)
* high salaries can lower dissatisfaction but will not lead to a higher level of motivation (high salaries are short term motivation, then aim for more)

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17
Q

What is McClelland’s Motivation Theory?
(Acquired Needs Theory)

A

idea that everybody is driven and motivated by three types of needs (need for achievement, need for power, need for affiliation) (n-ach, n-pow, n-aff)

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18
Q

describe each section of McClelland’s Motivation Theory

A

The need for Achievement (n-ach)
* the feeling of successfully completing a task
* take on tasks of moderate dificulty (not too easy or difficult)

The Need for Power (n-pow)
* a need for prestige - status - and being able to influence others or the organisation
* (may involve competition with others for this)

The Need for Affiliation (n-aff)
* being part of a group
* feel accepted and respected by group
* Working in a group work to complete tasks/goals

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19
Q

pros/cons of McClelland’s Motivation Theory

A

pros
* recognises the difference between different individuals
* useful for job placement
* focuses on internal motivation

cons
* hard to measure
* overlooks external factors
* needs may change over time

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20
Q

what is Deci and Ryan’s Motivation Theory

A
  • self-determination theory
  • we need to satisfy autonomy, competence and relatedness in order for individuals to have motivation to do things
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21
Q

describe each section of Deci and Ryan’s Motivation Theory

A

autonomy
* give employees more choice and agency in what to do

competence
* feeling accomplished at something
* provides opportunities to learn/training

relatedness
* interacting and feeling connected to others
* provide teamork opportunities

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22
Q

pros/cons of Deci and Ryan’s Motivation Theory

A

pro
* focus on intrinsic motivation - employees can actually enjoy the work for what it is
* flexible in different culturs/jobs

con
* doesnt cover financial insentives
* time and resources
* difficult to measure motivation levels

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23
Q

Adam’s Equity Theory definition

A

the idea that: to be motivated, employees need to feel that what they get out of the job (output) is equal to what they put in (inputs), compared to others

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24
Q

what is vrooms expectancy theory?

A

the idea that: employees will only be motivated if they see that their efforts will lead to the desired outcome

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25
describe the parts of vroom's expectancy theory
expectancy * employees will be motivated if they feel able to complete the task instrumentality * whether employees feel they will be rewarded when the task is completed valence * whether employees value the reward when they complete the task
26
what is labour turnover and what is its calculation?
the number of employees leaving an organisation over a period of time as a % of the total workforce
27
what are reasons for an employee to leave a business?
* quit * fired * retired * made redundant
28
pros of low labour turnover
* skilled workers - less costs to recruit and for induction training * high motivation * better relations with customers
29
pros of high labour turnover
* less costs (salaries) * bringing of fresh ideas into business * low performing employees may leave
30
what is appraisal
method of evaluating the performance of an employee based on the job description/contract
31
what are the different types of appraisal
* formative * summative * 360-degree feedback * self-appraisal
32
formative appraisal description
a continual process where the focus is discussing the strengths and weaknesses of the employee to improve their performance over time
33
summative appraisal description
a conclusive, formal judgement of the performance of an employee - often with a rating (excellent/good)
34
360-degree feedback description
* measuring an employee's performance by collecting opinions of other people with whom they work eg. co-workers, managers, customers etc.
35
self-appraisal description
when an employee gives their own opinions about thier performance within their job * may be a starting point for other types of appraisals
36
cons of appraisals
* focus may be placed on past rather than future * may be costly * feedback may be innacurate if not conducted frequently enough * judgement may be biased or subjective
37
recruitement definition
the process of hiring new employees into an organisation
38
what is the process of recruitment
* job opening - identifying the need for a new employee * job description - what the new employee needs to do * person description - what skills/qualification do the employee need * identify candidates a. adverstise - online/newspapers b. hire a headhunter c. career cairs d. internal candidates * recieve applications a. CVs and voer letter b. online applications * shortlist candidates - choose most suitable * selection process a. interviews b. testing c. group activities * offer the job * sign the contract
39
internal recruitment definition
hiring an employee who already works within the organisaition eg. promote middle manager to become a manager
40
external recruitment definition
hiring of an employee from outside of the organisation
41
pros of internal and external recruitment
internal recruitment * employee already knows the culture and rules * organisation has experience working with individual * higher employee morale * may be cheaper external recruitment * acess to wider pool of candidates * fresh ideas * promoting internally - competition * potentially lower training cost - experience in similar role
42
what are the financial rewards (list them)
* salary * wages (time and piece rate) * commission * performance related pay (PRP) * profit-related pay * Employee share ownership * Fringe payments
43
What are the non-financial rewards? list them
* job enrichment * job rotation * job enlargement * emplowerment * purpose/the opportunity to make a difference * teamwork
44
what are the different types of training?
* induction * on the job * off the job
45
describe salary
a fixed annual income, usually paid monthly
46
descripe wage
an employee is paid per ___ time rate * employees are paid per period of time piece rate * employees are paid per unit of production
47
piece rate wage pros/cons
pros * rewards hard workers, encourages higher productivity cons * could lead to reduction in quality - speed over quality * less income stability to employees
48
what is commission
an amount of money paid to an employee as a fee or percentage of a task/bringing new business (eg. a payment to a sales person for each sale made)
49
pros/cons of commission
pros * encourages employees to sell more * rewards hard work and selling skills * helps businesses to control expenses cons * aggressive selling techniques * might worsen team spirits * less income stability for employees
50
performance-related pay description
employees are financially rewarded based on their achievement of objectives from the business
51
pros/cons of performance-related pay
pros * motivates employees to meet aims * rewards higher performance * can identify low performance cons * can be difficult to measure level of performance * may worsen team spirit - creates sense of competition
52
profit-related pay definition
employees are financially rewarded based on the financial performance of the business
53
employee share ownership schemes definition
* employees are financially rewarded by being given shares or share options of the business * (share options) - shares can be bought at a certain price at any time in the future
54
profit related pay/share ownership pros
* employees feel like they are connected to the success of the business * encourages employees to stay longer to recieve the benefits that they work for
55
profit related pay/share ownership cons
* dilutes the ownership of the business * does not identify individual high performers
56
fringe benifits (perks) definition
* non-cash forms of financial rewards (items that are worth money) eg. free housing, interest free loan, subsidized hanteen, buy 2 weeks more holiday, company car
57
what are non-financial rewards?
a method in motivating employees that do not involve giving them money
58
what is job enrichment - give an example for mr Johnson
changing an employee's job to include more challenging and demanding tasks eg. mentoring new teachers
59
job enrichment pros/cons
pros * employees can develop new skills cons * may require some training
60
what is job enlargement * give an example for mr Johnson
changing an employee's job by adding similar tasks to what they already doing eg. teaching another class of IB business
61
pros/cons job enlargement
pros * employees can become more skilled in a variety of tasks cons * employees may not be satisfied with extra work
62
job rotation definition * give an example for Mr Johnson
moving an employee around different jobs with similar complexity eg. teaching IB math
63
Job rotation pros/cons
pros * learning new skills cons * may not like/be skilled the job they are given
64
empowerment
allowing employees some autonomy over their jobs - what they do and how they do it (laissez faire leadership)
65
empowerment pros/cons
pros * trust - higher motivation * employees can develop new skills through experiences cons * less control over the running of business - can go wrong * higher training costs
66
purpose/opportunity to make a difference (non-financial reward) description
the opportunity for individuals to make a difference and have a positive impact (eg. businesses may provide charitable work)
67
teamwork (non-financial reward) definition
job is organised so that groups of workers can work together may be formal/informal (reward - makes employees feel a sense of belonging)
68
what is training
the process where employees get the knowledge and skills relevant in their role in the business
69
what is induction training
the training employees recieve when they start a new job
70
what is on the job training
training of employees that occurs within the workspace
71
what is off the job training
training that occurs away from the workplace eg. away days, conferences, part-time MBA
72
pros/cons of training
pros * employees feel valued - higher motivation * employees can develop new skills and knowledge * employees become more productive cons * training costs * time clashes with training * might not be beneficial/employee may leave

IB business management HL (full deck) (38 decks)

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