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Motivation - 2.4 (Motivation theories (Pink (Mastery: Employees who feel…
Motivation - 2.4
Motivation theories
Pink
Mastery: Employees who feel challenged and can innovate and learn about things they are interested in are more productive. Leads to greater confidence, the development of skill sets and an evolving mindset to develop new goals and master new skills.
Purpose: Motivated when they see their work as being of benefit to others, helping to make the world a better place and working in an ethical, happy, healthy environment.
Autonomy: a business must give employees the freedom to create a work environment that makes them thrive. e.g. WHEN they work, with WHOM they work, HOW they complete the task and CHOOSING tasks that they find rewarding.
Idea that the 'carrot and stick' approach does not apply to the modern workplace anymore. Understanding the intrinsic factors of motivation is the key to a successful business.
Adams equity theory
The theory compares the inputs with the outputs. The benefits that an employee receives should equal the effort they put into their work.
Based on the comparison of what one employee receives compared to what another has. Works x hours and receives x amount of money.
Employees will become demotivated if they believe their inputs are greater than their outputs or if another employee gains more. This is linked to the feelings of under-appreciation and under-compensation.
Herzberg
Idea that there are characteristics that cause job dissatisfaction (hygiene factors) and characteristics that elicit job satisfaction (motivators)
He believed the hygiene factors had to be satisfied but were not motivational -- e.g. if you have healthcare you won't go to work every morning saying i have healthcare so i'm going to work extra hard.
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Maslow
Our needs determine our actions. We will always try to satisfy them. If all our needs are satisfied we will be more productive and efficient.
Once a level of needs has been satisfied, workers will strive to achieve the next and will no longer motivate the individual. However, if a need at the bottom of the hierarchy is not satisfied, those at the top will be worthless.
Limitations: Not everyone has the same needs, difficult to establish if a need has been met or where a worker stands, self-actualisation can never be permanently achieved and money is necessary to satisfy physical needs.
Taylor
Taylor believed that money was the driving motivational factor for workers. He believed workers work harder if extra money was to be given.
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Taylor believed in employee - manager relations. He thought this would increase productivity and be more efficient.
Rewards
Financial
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Commission: A salesperson who works on commission gets paid a % of the total they sell, in addition, to the low base salary.
Payment (output) based on effort and hard work (input).
Wages: Payment to a worker for each hour worked. Paid weekly. The opportunity to work overtime might encourage workers to stretch work out and be unproductive
Performance related pay: The worker can receive additional money for reaching pre-agreed objectives. These can be offered through payment or non-financially = a vacation
Fringe benefits: Rewards paid to the employee in addition to their salary, such as a company car, housing allowance or free meals.
Profit-related pay: The employee receives a % of the profits that the company makes that year, in addition to the salary
Employee share ownership schemes: Employees are given shares in the company as a reward or can buy shares at a lower price
Piece rates: Pay is based on the number of units or 'pieces' they make or complete; the more you produce, the more you get paid.
Non-financial
Job enrichment: More responsibility and training in work. An employee might be given more tasks to accomplish, which may require more understanding and skill sets.
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Job rotation: When employees change jobs for a period of time to learn a new task within a work process
Empowerment: Given the authority or power to do something. Employees can see that they are an integral part of the business and part of its success.
Purpose: Ability of an employee to make a difference and have a greater sense of purpose in what they do. Not just about making money.
Teamwork: Involves listening to others, building trust and cooperating so as to achieve a common objective. Creates a powerful synergy that can increase productivity. It also boosts morale and facilitates overall job satisfaction and fulfilment.
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Advantages:
- Security of income
- Status
- Suitable for jobs where output is not measurable
- Aids in costing as it will not vary
Disadvantages:
- Income is not related to effort or productivity
- Regular appraisals should take place to evaluate the employee
Advantages:
- Workers will be motivated to complete many units, fast
Disadvantages
- If effort and hard work does not result in sales, then payment would be minimal and this could be problematic.
- Lack of income security
Advantages:
- Feeling of belonging as the employee is part of a team - working together
- Adds an incentive to be productive and efficient
Disadvantages:
- Workers may rush the work to ensure being paid more
Disadvantages
- Some workers may work very hard when others do not at all = unjust
Disadvantages
- Time constraints can limit the probability the employee has of gaining the bonus
- Difficult to measure performance accurately
- Can fail to motivate staff who are uninterested in the money
Advantages:
- Staff are motivated to better performance
- Targets can help give purpose and guidance in work