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SAC 2 Flashcards

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1
Q

motivation

A

the individual, internal processes that directs, and sustains a persons behaviour

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2
Q

maslows hierachy of needs def

A

a motivational theory that suggests people have five fundamental needs, and the sequential attainment of each need acts as a source of motivation

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3
Q

stages of MHON

A

Physiological, safety+security, social, esteem, self actualisation

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4
Q

self actualisation needs def

A

the desires for an employee to reach their full potential through creativity and personal growth

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5
Q

physiological needs def

A

the basic requirements for human survival, such as food, water, and shelter

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6
Q

safety/security needs

A

desires for protection from dangerous or threatening environments

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7
Q

social needs def

A

desires for a sense of belonging and friendship among groups

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8
Q

esteem needs def

A

Esteem needs are an individual’s desires to feel important, valuable, and respected

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9
Q

advantages of maslows

A

motivation can occur quickly when employees progress through lower levels

Employees who reach SA can improve biz perfomance through creative work

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10
Q

disadvantages of maslows

A

assumes employees are motivated in the same order

not all employees will be motived by same need at once

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11
Q

Four drive theory def

A

is a motivation theory that suggests that people strive to balance four fundemental drives

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12
Q

Aquire def

A

desire to achieve rewards and high status

-receiving financial and non financial rewards in recognition of efforts and performance

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13
Q

Bond def

A

the desire to participate in social interactions and feel a sense of belonging

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14
Q

Learn def

A

is the desire to gain knowledge, skills and experiance

-managers can fulfill this by offering opportunities to educate and upskill employees

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15
Q

Defend def

A

the desire to protect personel security as well as the values of the business

-develop vision that employees agree with

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16
Q

Dis of four drive theory

A

mangers may find it difficult to balance four drives simultanesouly

employees may not value all four drives equally, s a balance between drives cannot be achieved

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17
Q

adof four drive theory

A

model provides a simple approach for motivating employees and is easy for managers to implement

all four drives can be achieved simultaneously, are not restricted to sequential order

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18
Q

Goal setting theory def

A

motivational theory that states that employees are motivated by clearly defined goals that fulfil five key principles

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19
Q

Principles of goal theory

A

Clarity, committment, challenge, task complexity, feedback

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20
Q

5 step process of goal setting

A

Employee discusses their personal goals with manager.

  1. Manager and employee set a clear, achievable goal together.
  2. Manager regularly checks employee progress and provides support.
  3. Manager celebrates and rewards the employee for reaching a goal.
  4. Manager and employee set a new, more difficult goal together.
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21
Q

ad of goal theory

A

Employees may be more motivated to complete tasks if work goals align with their personal interests.

An employee can clearly understand management’s expectations through straightforward goals and regular feedback

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22
Q

dis of goal theory

A

it may be difficult for a manager to always align an employees personal objectives

employees may become stressed and demotivated if they have too many goals at once

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23
Q

Motivational stategies kk3/4

A
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24
Q

performance related pay

A

a financial reward that employees receive for reaching a set business goal

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25
ad of performance related pay
can be used to motivate many individuals at once, which can improve overall business performance can be motivated quickly through incentives
26
dis of perfromance related pay
Employees may take harmful shortcuts to reach their set objectives, compromising quality expenses for businesses to maintain as they may have to increase bonuses to keep employees motivated
27
career advancement
acts to motivate individuals who want more responsibility, authority or status within the workplace
28
ad of career advancement
promoting within the business is cheaper than externally helps retain high performing employees
29
dis of career advancement
promotion can take time to earn, may not be motivating promoting employees may bring on an increase in wages, expensive for the business
30
investement in training
allocating resources to improve employees skill and knowledge
31
ad of IIT
skills and knowledge may help employees complete business tasks faster employees may feel more valued
32
dis of IIT
Training may not be directly relevant to tasks undertaken by employees. Some employees may not value improving their skills and knowledge
33
support strategies def
providing employees with any assistance that improves their satisfaction at work
34
ad of support strategies
Employees who feel supported are less likely to leave the business. Implementation involves very few additional expenses.
35
dis of support strategies
May be ineffective if a manager does not have good interpersonal skills It can be time-consuming for a manager to maintain relationships with staff
36
Training options KK5
37
on the job training
On-the-job training involves employees improving their knowledge and skills within the workplace
38
off the job training
Off-the-job training involves employees improving their knowledge and skills in a location external to the business.
39
Performance management strats KK6
40
nothing
41
management by objectives (MBO)
managers and employees collaboratively setting individual employee goals that contribute to the achievement of broader business objectives
42
performance appraisal
manager assessing the performance of an employee against a range of criteria, providing feedback, and establishing plans for future improvements
43
self evaluation
Self-evaluation involves an employee assessing their individual performance against a set of criteria
44
ad of self evaluation
The employer can gain insight into an employee’s understanding of their own strengths and weaknesses and assign work accordingly.
45
Dis of self evaluation
if employees are dishonest, the self-evaluation process can be a waste of time.
46
ad of performance appraisal
Communication between managers and employees during one-on-one reviews can improve workplace relationships
47
dis of performance appraisal
Employees may lose motivation if they receive multiple poor performance appraisals
48
ad of MBO
Reviewing the performance of employees may be done quickly, as success is determined by the extent to which objectives have been met.
49
dis of MBO
Failure to achieve personal objectives may be demoralising.
50
employee observation
a range of employees from different levels of authority assessing another employee’s performance against a set of criteria
51
ad of employee observation
The manager can gain multiple different perspectives about an employee.
52
dis of employee observtion
Employees may feel stressed if they are made aware that they are being observed, leading to poorer performance
53
termination management KK7
Termination is the process whereby a business ends its employment contract with an employee
54
types of termination
retirement, redundancy, dismissal, resignation
55
entitlement consideration def
Entitlement considerations are legal obligations an employer owes to its employees following the termination of their employment contract
56
types of entitlement considerations
Annual or long service leave Notice of termination
57
transition considerations def
social and ethical practices that a manager can consider implementing when terminating employment.
58
types of transition entitlements
offering resume writing or interview training
59
Roles of participants in the workplace KK8
60
Human resource manager Def
individuals who coordinate the relationship between employees and management within a business
61
Employee def
are individuals who are hired by a business to complete work tasks and support the achievement of its objectives
62
Employer association def
are advisory bodies that assist employers in understanding and upholding their legal business obligations
63
unions Def
are organisations who represent and speak on behalf of employees to protect and improve their working conditions
64
Fai work commission def
is Australia’s independent workplace relations tribunal that has a range of responsibilities outlined by the Fair Work Act.
65
Awards and agreements KK9
66
Award def
are legal documents that outline the minimum wages and conditions of work for employees across an entire industry
67
agreement def
are legal documents that outline the wages and conditions of employees and are applicable to a particular business or group of businesses
68
what should be on an award
Employers are also expected to provide working conditions that meet the National Employment Standards (NES)
69
ad of awards
the FWC ensures that all employees receive appropriate wages and conditions of work
70
dis of awards
Employees may be unsatisfied by only receiving the minimum wages and conditions
71
what should be on an agreement
provide employees with wages and conditions that exceed the relevant industry award overall, as determined by the ‘better off overall test’
72
ad of agreements
Can improve employee satisfaction and performance as they receive wages and conditions better than the relevant award.
73
dis of agreement
It can be a time-consuming process for employees and employers to negotiate and establish the entitlements contained in an agreement
74
Sims of awards and agreements
Businesses must uphold requirements of employment as stated through NES
75
differences of awards and agreements
Award is developed by the Fair Work Commission (FWC) Leaves employees better off than the relevant award
76
Dispute resolution process KK10
77
Dispute resolution def
is a series of steps that disputing parties follow in order to resolve a disagreement and reach a resolution
78
Mediation def
involves an impartial third party facilitating discussions between disputing parties to help each side of the conflict reach a resolution themselves
79
arbitration def
involves an independent third party hearing arguments from both disputing parties and making a legally binding decision to resolve the conflict

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