motivation chapter 11 Flashcards
1
Q
motivation
A
the internal and external factors that stimulate the desire in workers to be continually interested in, and committed to, doing a job well. . managers have to identity employees needs and wants
2
Q
why motivation matters
A
helps an organization to achieve its own objectives as cost effectively as possible. the highest motivation results from employees being able to satisfy their own needs, but at the same time working towards the aims of the organisation.
3
Q
benefits of well motivated workers
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low labour turnover. low absenteeism, high productivity, make suggestions for improvements, prepared to accept responsibility
4
Q
Needs that can be satisfied at work
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social connections by working in groups or teams, challenge by providing different work tasks and chance of promotion, significance by praising and recognizing performance, certainty by providing employment contracts and some job security
5
Q
what do theories of motivation focus on
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those human needs that energize and direct human behavior. how managers can create conditions that allows workers to satisfy these needs
6
Q
Taylor and scientific management
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aim is to reduce level of inefficiency that existed. he wanted to advise management on the best ways to increase worker performance and productivity.
7
Q
Taylor’s scientific approach to improving worker output or productivity
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select workers performing a task
observe them performing the task and note the key elements of it
record the time taken to do each part of the task
identify the quickest method recorded
train all workers in this quickest method and do no allow any changes to it
supervise workers to ensure that this best way is being carried out and time them to check that the set time is not being exceeded
pay workers on the basis of results, based on the economic man theory
8
Q
economic man theory
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people are motivated by money alone and the only factor that could stimulate further effort is the chance of earning more money.
9
Q
economic man theory and Taylor’s scientific approach
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the basis of Taylor’s main motivational suggestion. wage levels based on output. he always maintained that workers should be paid a fair day’s pay for a fair day’s work, it can be achieved through piece rate
10
Q
piece rate
A
payment to a worker for each unit produced
11
Q
Results of Taylor’s work
A
the more common view is that workers have a wide range of needs that can be met from work.
employees are selected carefully.
performance of workers are observed and recorded (time and motion study)
workers participation in devising the best working methods in now encouraged
piecework rate
12
Q
mayo and human relations theories
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working conditions in themselves were not important in determining productivity levels. other motivational factors needed to be investigated before conclusions could be drawn.
13
Q
the Hawthorne effect: the conclusions of Mayo’s work
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changes in working conditions and pay levels have little or no effect in productivity
consultation with workers improve motivation
working in teams and developing a team spirit can improve productivity
giving workers some control over their own working lives, such as deciding when to take breaks, improves motivation
groups can establish their own targets, and these can be greatly influenced by the informal leaders of the group.
14
Q
evaluation of Mayo’s research for today’s businesses
A
there has been more participation by workers in business decision-making.
human resources departments have been established to try to put the Hawthorne effect into practice.
team or group working is applied in many types of modern business organisation, offers the greatest opportunities for workers and businesses to benefit from the Hawthorne effect.
Idea of involving workers, taking an interest in their welfare and finding out their individual goals, has opened up new fields of research for industrial psychologists.
15
Q
Importance of Maslow and human needs to business managers
A
our needs determine our actions- we will always try to satisfy them, and we will be motivated to do so.
if work can be organised so that some or all needs of employees can be satisfied at work, then they will become more productive and satisfied.
16
Q
self actualization
A
a sense of self-fulfillment reached by feeling enriched and developed by what one has learned and achieved
17
Q
hierarchy of needs from lowest to highest
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physical needs
safety needs
social needs
esteem needs
self-actualization
18
Q
interpretation of hierarchy of needs
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individuals needs to start on the lowest level
once one level is satisfied, one will go to the next
self actualization is not reached by many people, but everyone is capable of reaching their potential
once a need has been satisfied, it will no longer motivate individuals to action
reversion is possible
19
Q
how self-actualization may be satisfied at work by effective HRM
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challenging work that stretches the individual will give a sense of achievement; opportunities to develop and apply new skills will increase potential
20
Q
how esteem needs may be satisfied at work by effective HRM
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recognition for work done well-status advancement and responsibility-will gain the respect of others
21
Q
how social/belonging needs may be satisfied at work by effective HRM
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working in teams or groups and ensuring good communication to make workers feel involved
22
Q
how safety needs may be satisfied at work by effective HRM
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a contract of employment with some job security; a structured organisation that gives clear lines of authority to reduce uncertainty; ensuring health and safety conditions are met
23
Q
how physical needs may be satisfied at work by effective HRM
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income from employment high enough to meet essential needs
24
Q
limitations of Maslow’s approach
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not everyone has the same needs, as is assumed by the hierarchy
in practice it can be very difficult to identify the degree to which each need has been met and which level a worker is on
money is necessary to satisfy physical needs, yet it might also play a role in satisfying the other levels of needs. high incomes can increase status and esteem.
self-actualization is never permanently achieved. Jobs must continually offer challenges and opportunities for fulfillment, otherwise regression will occur
25
Herzberg and two-factor theory
his aim was to find those factors that led to them having very good feelings about their jobs and those factors that led to them having very negative feelings about their jobs. This concept puts forward two factors that motivate employees: job satisfaction and job dissatisfaction. While these might seem like opposites, they work together in a cycle
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conclusions by Herberg
job satisfaction results from motivators
job dissatisfaction also resulted from hygiene factors. hygiene factors had to be addressed by the management to prevent dissatisfaction. they would not create a well motivated workforce by themselves
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motivators
aspects of a worker's job that can lead to positive job satisfaction, such as achievement, recognition, meaningful and interesting work, responsibility, and advancement at work. the work itself, responsibility and advancement are considered the most important factors
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movement
some factors may remove dissatisfaction about work, but they will not lead to effective motivation. these factors can be used to encourage someone to do the job. it doesn't mean that the person wants to do the job well. motivators increase motivation.
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consequences of Herzberg's two-factor theory
pay only moves people to do the job.
work has to be interesting, rewarding or challenging
Job enrichments help workers to be prepared to work willingly and to always give of their best.
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job enrichment
aims to use the full capabilities of workers by giving them the opportunity to do more challenging and fulfilling work
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main features of job enrichment
complete units of work
feedback on performance
a range of tasks
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complete units of work feature of job enrichment
complete and identifiable units of work should be assigned, this might involve teams of workers rather than individuals of their own, it could be whole sub-assemblies of manufactured goods.
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feedback on performance feature of job enrichment
regular two-way communication between workers and managers should give recognition for work well done and could provide incentives for workers to achieve even more
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a range of tasks
to challenge and stretch a worker, a range of tasks should be given. some of these may be beyond the worker's current experience. this fits well with the self actualization level
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evaluation of Herzberg's work for today's businesses
teamworking is now much more widespread, with whole units of work being delegated to these groups
workers tend to be made much more responsible for the quality of their own work rather than being closely supervised by quality-control inspectors
most firms are continually looking for ways to improve effective communication, and group meetings allowing two-way communication are often favored
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nature of job enrichment
Jobs which
have considerable variety
require high knowledge and skills
give workers more autonomy
require workers to show responsibility
create chances for personal development
produce a meaningful unit of work
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McClelland and motivational needs theory
states that every person has one of three main driving motivators: the needs for achievement, affiliation, or power. These motivators are not inherent; we develop them through our culture and life experiences
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achievement motivation
a person with a strong motivational need for achievement will seek to reach realistic and challenging goals and job advancement. there is a constant need for feedback regarding progress and achievement. this helps provide a sense of accomplishment. research suggests that this result-driven attitude is almost always a common characteristic of successful business people and entrepreneurs
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authority/power motivation
a person with this dominant need is motivated by having authority. the desire to control others is a powerful motivating force. this includes the need to be influential, to be effective and make an impact. such a person has a strong leadership instinct and when they have authority over others, they have authority over others, they value the personal status, they value the personal status and prestige gained.
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Affiliation motivation
a person whose strongest motivator is the need for affiliation has a need for friendly relationships and is motivated by interaction with other people. these people tend to be good team members as they need to be liked, popular and held in high regard.
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the threes types of motivational need
achievement motivation, authority/power motivation, affiliation motivation. these are found to varying degrees in all workers and managers. the mix of needs characteristics a worker's or manager's behavior, in terms of both what motivates them and how they believe other people should be motivated. McClelland believed that achievement-motivated people are generally the ones who make things happen and get results. however, they can demand too much of their staff in the achievement of targets and priorities this above the many and varied needs of their workers
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process theories
system of ideas that explains how an entity changes and develops. emphasizes how and why people choose certain behaviors in order to meet their personal goals and the thought processes that influence behavior. studies what people are thinking about when they decide whether to put effort into a particular activity.
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Vroom and expectancy thoery
victor vroom suggests that individuals choose to behave in ways which they believe will lead to results that they value. his expectancy theory states that individuals choose to behave in ways which they believe will lead to results that hey value. his expectancy theory states that individuals have different set of goals
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reasons for motivation according to expectancy theory
there is positive link between effort and performance
favorable performance will result in desirable reward
the reward will satisfy an important need
the desire to satisfy the need is strong enough to make the owrk effort worthwile
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beliefs of expectancy theory
Valence, expectancy, instrumentality. even if one these conditions or beliefs is missing, workers will not have the motivation to do the job well. therefore, according to vroom, managers should try to ensure that employees believe that increased work effort will improve performance and that this performance will lead to valued rewards
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valence: beliefs of expectancy theory
the depth of the desire of an employee for an extrinsic reward, such as money, or an intrinsic reward, such as satisfaction.
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expectancy: beliefs of expectancy theory
the degree to which people believe that putting effort into work will lead to a given level of performance
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instrumentality: beliefs of expectancy theory
the confidence of employees that they will actually get what they desire, even if it has been promised by the manager
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financial motivators: time based wage rate
means that a payment per hour is set. the total wage level is determined by multiplying this by the number of hours worked. this total wage is often paid weekly. used when the output of non managerial job is not easy to measure and there is focus on quality is more important than quantity
50
advantages and disadvantages of time-based wage rate
it offers some security over pay levels and different rates can be offered to different types of workers.
there is no incentive to increase output as pay level is not directly linked to output and labour cost per unit will depend on output, which may vary
51
financial motivators: piece rate
a piece rate is fixed for the production of each unit. the workers wages depend on the quantity of output produced. the piece rate can be adjusted to reflect the difficulty of the job and the standard time needed to complete it. it can be combined with a low basic wage and then the piece rate is paid if output rises above a set level. this is called partial piece rate. it is often used if the output of each worker is easy to identify and measurable and there is a need to keep unit costs as low as possible
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advantages and disadvantages of piece rate
it motivates workers to increase output and it is easy to calculate the labour cost per unit
quality might fall, individual worker output my not be able to be calculated, there is no security over the level of pay and workers may become stressed and unwell by trying to earn more
53
financial motivators: salary
annual income that is usually paid on a monthly basis. salary is fixed each year. salary bands and the precise income earned within each band will depend upon the experience and performance of the individual. Businesses that want to create a single status within their organisation are now increasingly putting all employees manual and managerial - on to annual salaries to give the benefits of security and status to all employees. often used where status and security of income are important motivators in managerial or non-manual jobs and overtime pay for extra is not expected
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advantages and disadvantages of salary
offers the security of a pay level to employees, there are different salary level to employees, suitable for jobs where output is not measurable and it is often fixed for one year so labour costs are easier to forecast.
it is not directly linked to output so complacency may be a problem and it may lead to achievement/motivation if the effort and achievement of the employee are not regularly checked with appraisal
55
financial motivators: commissions
payment to a salesperson for each sale made. it make up 100% of the income or can be in addition to a base salary. provides an effective financial incentive to sell more but they might reduce income security. also, they might encourage sales staff to put too much pressure on customers to buy.
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advantages and disadvantages of commission
it creates the incentive to increase sales and it may be in addition to a basic salary so it could offer some security of pay too.
it discourages teamwork amongst sales employees and it may lead to pressurized selling which damages customers relationships.
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financial motivators: bonus payment
payment made in addition to the contracted wage or salary. it can be based on criteria agreed between managers and workers, such as increase in output, productivity or sales. often used in situations where the business wants to make one off payments which are not part of the employment contract. the business wants to reward employees for good performance.
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advantages and disadvantages of bonus payment
paid to individuals for outstanding work or to teams for reaching targets, creates incentive for employees as well and it is an addition to basic salary, so it offers some security too.
can cause resentment if bonus is not received, damages team spirit if some members receive a bonus and others do not and it reduces motivation if no bonuses are paid.
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financial motivators: Payment related pay (PRP)
bonus scheme to reward employees for above average work performance. usually paid on individual basis, but they can be calculated and awarded on the basis of teams or even departments . used for managers to encourage target setting and target achievement and workers whose output is not measurable in quantitative terms, it requires the following procedure:
regular target setting, establishing specific objectives for the individual
annual appraisals of the worker's performance against the pre set targets
paying each worker a bonus when targets have been exceeded
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advantages and disadvantages of PRP
individual bonuses for meeting predetermined targets may encourage workers to work hard to meet these targets and target setting can form part of this hierarchy of objectives to meet the company's aims.
it requires frequent target setting and appraisal interviews, if the bonus is low, it may not lead greater effort as motivation will not be increased and managers might show favoritism to some employees by giving generous bonus payments
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financial motivators: profit sharing
bonus for employees based on the profits of the business, usually paid as a proportion of basic salary. employees may feel more committed to the success of the business and will strive to achieve higher performances and cost savings. often used when managers want to focus on business profits to encourage cost-cutting and revenue-increasing ideas.
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advantages and disadvantages of profit sharing
increases the commitment to make the business profitable and it might lead to suggestion for cost cutting and ways to increase sales.
it might only be a very small proportion of total profits so its not motivating, shareholders might object as it could reduce profit for them and it reduces profit retained for expansion.
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financial motivators: share-ownership schemes
scheme that gives employees to buy discounted shares in the company they work for or allows them to buy those shares at a discount. helps workers more involved in the success of the organisation that employs them. as shareholders, employees will be able to participate at the company's annual general meeting. often used when senior managers need to increase their commitment to the success of the business and the business wants to encourage loyalty and participation from all employees.
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advantages and disadvantages of share ownership
reduces the conflict of objectives between owners and workers, encourages an increased sense of belonging and commitment and workers are more likely to participate in decision-making aimed at business success.
it may be a very small number of shares so is not motivating, shares might just be sold so there is no long term commitment and managers often receive more shares so the workforce may feel resentment towards the managers,
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financial motivators: fringe benefits
benefits given, separate from pay, by an employer to some or all employees. also known as perks of the job. non cash forms of reward and there are many alternatives that can be used. used by businesses in addition to normal payment systems in order to give status to higher level employees and to recruit and retain the best staff. as no cash is changes between hands the employer and the employee, these are sometimes classified as non-financial benefits although they do have financial value
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non financial motivators: job rotation
a scheme that allows employees to switch from one job to another.
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benefits and limitations of job rotation
rotation may relieve the boredom of doing one task, it can give the worker several skills, which makes the workforce more flexible and workers are more able to cover for a colleague's absence.
job rotation is more limited in scope than job enrichment, does not increase empowerment or responsibility for the work being performed and does not necessarily give a worker a complete unit of work to produce, but just a series of separate tasks of a similar degree of difficulty.
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non financial motivators: job enlargement
an attempt to increase the scope of a job by broadening or deepening the tasks undertaken. could be caused by shortage of employees or redundancies. unlikely to lead to long-term job satisfaction, unless the tasks given to employees are made more interesting or challenging
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non financial motivators: job enrichment
often involves a reduction of direct supervision as workers take more responsibility for their own work and are allowed some degree of decision-making authority. Herzberg's findings formed the basis of the job-enrichment principle. Applying the three key features of his theory can result in considerable benefits to businesses:
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benefits of job enrichment
complete units of work are produced so that the worker's contribution can be identified and more challenging work can be offered.
Direct feedback on performance
challenging tasks are offered as part of a range of activities, some of which are beyond the worker's recent experience. these tasks will require training and the learning of new skills. obtaining further skills and qualifications is a form of gaining status a d recognition.
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limitations of job enrichment
lack of employee training or experience to cope with the greater depth of tasks can result in lower productivity. it is important that a worker is not too far from the work they are comfortable with.
employees may see the enrichment process as just an attempt to get them to do more work. enrichment must be planned carefully with the employees involved so that the benefits to both individuals and the business can be understood.
if employees are just not able to cope with additional challenges imposed by job enrichment, then this can lead to to frustration and demotivation.
managers must accept reduced control and supervision over the work of employees, which they might difficult
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non financial motivators: job redesign
the restructuring of a job to make the work more interesting, satisfying and challenging. closely linked to job enrichment, which usually involves the employee's input and agreement. production lines have been reorganized in many factories and teamworking has been introduced in many industries so its easier to redesign and enrich jobs. these job changes can lead to improved recognition by management of the work undertaken by workers and can increase workers' chances of gaining promotion as a result of the wider skills gained. examples- bank employees are encouraged and trained to sell financial products to customers, not just to serve at tills.
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non financial motivators: training for development
the gaining of new or advanced skills and knowledge as well as opportunities to apply what is gained.
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benefits of development
improving and widening the skills of employees can increase the productivity and flexibility of the workforce and its ability to deal with change.
training and development increase the status of workers and give them access to more challenging, and probably better paid, jobs within the business.
developing employees and encouraging them to reach their full potential increase the opportunities for self-actualization.
training and development are often important incentives for employees to stay with a business as they feel that they are being fully recognized and appreciated by the company.
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limitations of development
training can be expensive as trainers and training facilities are needed or off the job courses must be paid for
training and development programmes can take employees away from their work for some time so other employees will need to cover for them.
training can lead to employees leaving a business as they become
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limitations of development
training can be expensive as trainers and training facilities are needed or off the job courses must be paid for
training and development programmes can take employees away from their work for some time so other employees will need to cover for them.
training can lead to employees leaving a business as they become better qualified to gain employment within other companies. this discourages some businesses from paying training programmes in case competitors benefit from the people they have trained.
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employee promotion
the advancement of an employee within a business to a higher level of responsibility and status. seen as reward for hard work
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employee status
the level of recognition offered by an employer to a worker in terms of pay, level of responsibility and benefits increased employee status, satisfies a key human need
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non financial motivators: opportunities for promotion and increased status
clear structure plan allows employees to work towards advancement to a higher level in the business. If employees think there is no career structure and no opportunity for promotion, they will not be motivated to perform their best. businesses that do not recognize handwork and exceptional performance through promotion always risk losing a talented employee.
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employee participation in management and the control of business activity
worker participation in a workshop or factory might include involvement in decisions on break times, job allocations, job redesign, ways to improve quality and ways to cut down wastage and improve productivity. at the level of strategic decision making, workers could be encouraged to participate through electing a worker director or speaking for employees at works council meeting.
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employee participation
active encouragement of employees to become involved in decision-making within an organisation. it can be introduced at different levels of business operation.
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benefits of employee participation
job enrichment
improved motivation and greater opportunities for workers to show responsibility
better decisions could result from worker involvement as they have in depth knowledge of operation, whereas some managers lack this.
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limitations of participation
it may be time consuming to involve workers in every decision. autocratic managers would find it hard to adapt to the idea of asking workers for their opinions. such managers may set up a participation system but have no intention of actually responding to workers' input. this approach could be demotivating for workers
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non financial motivators:teamworking
production is organized so that groups of workers undertake complete units of work. the team will be given tasks to perform but will be empowered with some decision-making over how the task is completed
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advantages of teamworking
job enrichment
workers will not want to let down other members so absenteeism should fall
likely to be better motivated as social and esteem needs are more likely to be met
better motivated team members increase productivity and labour turnover is reduced
it makes full use of all of the talents of the workforce. better solutions will often be found.
can lead to lower management costs as it is often associated with delayering of the organisation so fewer middle managers are required
complete units of work can be given to teams
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disadvantages of teamworking
some are more effective working alone. training may need to be offered to members that are not used to collaborating in groups. some workers may feel left out of team meeting unless there are real efforts to involve all team members.
teams can develop a set of values and attitudes which may conflict with those of the organisation itself , particularly if there is a dominant personality in the group. teams will need clear goals to ensure that they are working towards the objectives of the organisation .
training to improve teamworking and flexibility could be expensive
disruption to production as the teams establish themselves
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non financial motivators: empowerment
the giving of skills, resources, authority and opportunity to that they can take decisions and be accountable for their work. as standard of education improves in most countries, employees are becoming increasingly able to accept more freedom in how their jobs are organised and managed. In fact, more employees are now expecting this increased level of accountability to be offered to them
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benefits of empowerment
empowerment leads to quicker problem solving. employees are able to respond immediately an not take time referring them to managers. workers often have more relevant experience in solving work related problems
higher levels of motivation and morale result as workers are given more challenging work and are recognised
higher levels of involvement and commitment improve two way communication and help to reduce labour turnover
managers are able to focus on bigger strategic issues as they are released from more routine issues and problem solving
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limitations of empowerment
lack of experience increases risk, which is why employees must be trained in accepting the additional authority that comes with empowerment
reduced supervision and control might lead to poor decisions
there may be lack of coordination between teams
some employees may be reluctant to accept more accountability but feel that they have to in order to keep their job secure
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non financial motivators: quality circles
voluntary group of workers who meet regularly to discus, and try to resolve, work related problems and issues. used to identify problem areas in business processes and members work on these to improve product quality and productivity. not just concerned with quality, although improving quality of product or service can be a major benefit. the meetings are not formally led by managers or supervisors, they are informal and all workers are encouraged to contribute to discussions
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benefits of quality circles
workers have hand on experience of work problems and they often suggest the best solutions
the results of the quality circle meetings are presented to management. the most successful ideas are often adopted, not just in that location, but across the whole organization
quality circles are an effective method of allowing the participation of all employees. they fit in well with Herzberg's ideas of workers accepting responsibility and being offered challenging tasks
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limitations of quality circles
quality circle meetings can be time consuming and reduce the time available for production
not all employees will want to be involved in quality circles, preferring to get on with their own jobs
quality circles may not have the management power to make changes that hey recommend. if management ignores the proposals from quality circles too often, employed will become discouraged and unwilling to participate
