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HR (Motivation (Motivation theories (Pink (Pink's theory is based on 3…

- - - - Pink's theory is based on 3 main concepts: Mastery, Purpose and Autonomy.
        Mastery: A worker should be allowed to be able to improve at their job and should be challenged with new tasks. Employees should always be given the opportunity to improve at what they do.
        Autonomy: Employees should be allowed to be autonomous, and decide themselves when, with whom and what they work on
        Purpose: An employee should feel like their job has a purpose within the company, or even better on a larger scale.
    - - According to Maslow, certain needs must be fulfilled to motivate a worker, and the more important needs must be fulfilled until more important ones can be met
        
        Physiological needs (Food, Drinks, Breaks, physical hygiene)
        
        Safety needs (A space to work in, a safe work environment)
        
        Social needs (Relationships with colleagues, friends, family)
        
        Esteem needs (Feedback, rewards, self improvement and mastery)
        
        Self-fulfillment (Employee needs to do this himself, but every other need before this must be met)
        Self-fulfilled employees will be more confident, happier, be willing to take more risks and therefore work better overall
    - - The key point to motivating workers to do their job, is to give them feedback and training. This is done best by breaking down a workers job into smaller tasks and analyze which parts are the most important / the easiest to improve. Once this has been found out, the worker can be trained to increase their mastery over a task.
    - - There are so called "hygiene" needs (basic needs that every person has). Hygiene needs don't necessarily motivate a worker but they have to be met as not to demotivate a worker.
        Then there are so called "motivation" needs (Personal growth, achievement, advancement, recognition) that are harder to achieve and more individualized but will motivate the worker.
    - - Fairness is the most important thing to motivate your employees. This means that the inputs should equal the outputs, in other words, the more effort an employee puts into their work, the more they should be rewarded for it.
  - - - Salary: A salary is a fixed amount of money an employee gets at the end of a certain period of time (usually a month)
      - Wage: A wage is usually paid weekly and depends on either how many hours an employee worked that week or how many units of product they made.
      - Commission: A worker gets paid a percentage of what they sell.
      - Profit-related pay: Workers get paid based on how much profit a company makes
      - Employee share-ownership schemes: Employees are given shares of the company as a reward or are allowed to buy them at a discount.
      - Perks and fringe payments: This is an extra that an employee receives in addition to their salary. This can include insurance, housing allowances, etc...
    - - Job enlargement: An employee is given more tasks to do. Those tasks are more or less on the same level as their old job.
      - Job enrichment: An employee is given more important tasks and training to complete those tasks.
      - Job rotation: Tasks might be switched up now and then to keep things interesting for employees and allowing them to improve in different fields.
      - Team work: Letting employees work in groups often increases morale and mood, leading to a higher motivation
      - Empowerment: This means giving employees more autonomy over their work times and what exactly they wanna do at what time. (see pinks theory)
      - Purpose (See pinks theory)
  - - - Higher productivity
      - Loyalty
      - Develops trust
    - - High labor turn-over
        
        Labor turn-over = employees who leave / total number of employees
      - Employee absenteeism
        
        Employees will skip work or call in sick more often
      - Low productivity
        
        Productivity = Number of units made / number of workers
- - - - Creating procedures
      - Creating systems
      - Creating processes
    - - Visionary
      - Pioneer
      - Mentor
      - Gives direction
    - - Motivating
      - Empowering
      - Dynamic
      - Authentic
  - - - The companies employees have a say in decision making. This can be very motivating because it gives employees a sense of autonomy and purpose, however it can also slow down decision making processes, slowing down the company as a whole.
    - - This leadership style is somewhat vague and difficult to describe. Essentially, a situational leader will adapt to whatever situation the company is currently in. This means they will change up their leadership style (Autocratic, democratic, etc) according what is necessary at that point. Military leaders are often seen as situational leader because they have to be quick to adapt to a change on the battlefield for example.
    - - In this leadership style, a sense of family is created between employees and the leader. This creates a huge deal of trust, loyalty and motivation because employees feel valued and are invested in the business. Decisions are made with employees happiness in mind, not just profit. This is often seen in smaller companies whose employees are their most important asset. An example would be a music group.
    - - Autocratic leaders will have maximum control over their business. Autocratic leadership can lead to high productivity because decision making within the company is easy, however workers might be demotivated since they have no say about what they do within the company. Autocratic leadership is often seen in companies where employees are exchangeable and are seen more as numbers than individuals.
    - - This style of leadership relies on trust and the reliability of managers and employees. The leader is involved very little in running the business, they are simply the one who gathers competent people around them and let's them do their work.
- - - - HR function got outsourced
        
        Payroll processing became more accurate
        
        65% of HR staff were cut
        
        HR processes became standardized throughout the company