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1.4.4 Motivation in theory and practise - Coggle Diagram
1.4.4 Motivation in theory and practise
motivation
wanting to do something or to achieve a certain result and adapting behaviour to suit that objective
importance of motivation to a business
Impact on consumers
employees will interact with customers - better + more positively = meets + exceeds customer needs + experience = creates customer loyalty = encourages repeat purchases
Impact on competitiveness
employees more likely to effectively + often communication with managers, sharing ideas on ways to improve business, products/services or add value or offer practical solutions to problems = creates competitive advantage/USP + increased profitability
Reduces costs
employees more conscience in their work - will improve productivity levels = reduces waste - less likely to leave - business saves on recruitment costs to replace them + retains new staff
Fredrick Winslow Taylor (scientific management/approach)
'Staff don't enjoy work, are only motivated by threat and pay'
managers motivate by organising employees' work (break down production into small tasks) + pay by results (e.g. piece rate), more £££ = working to full capacity = maximises productivity - linked to level of output
implications
managers should maintain close control/supervision
autocratic style of management/leadership
motivate workers by piece rate payment
limitations
employees treated inhumanely as focus in on productivity + efficiency - no concern for emotional or phycological well-being
no variety - high rate of staff turnover
major focus on performance based on time = demotivates staff - absenteeism = affects mental state
focuses on one skill = multiskilled workers not considered = any initiative worker may not be considered
Elton Mayo (Human relations theory)
Focuses on mangers taking more of an interest in workers, treating them as people who have worthwhile opinions and realising that workers enjoy interacting together
employees best motivated by:
better communication between managers + employees
greater manger involvemnt in employees working lives
working in groups + teams
fits with paternalistic style management
Abraham Maslow (Hierarchy of needs)
Identifies needs that relate to obtaining basic requirements to sustain life, as well as the higher order psychological needs that can make work satisfying (moving staff up a Maslow level is motivational
1.Basic needs
e.g. to eat, sleep, drink, warmth, have shelter, be in good health
workers earn pay to satisfy these needs (this motivates them)
Safety needs
workers want a safe environment, they're physically safe, job security and want to know that they'll be paid security and they'd want to know that they'll be paid regularly + how much
Social needs
workers want sense of belonging, feel accepted, trusted/ able to help others at work. Opportunities to communicate with staff
Self-esteem needs
workers want to feel employers + colleagues respect them for their work + what they do
recognised + acknowledged for achieveing something good = praise+promotion
opportunities to boost self-esteem: company events
Self-actualisation
workers to realise their full potential
employees may offer academic courses, additional training courses + opportunities - allows workers to apply for senior positions
employees fully satisfied with work + life
Fredrick Herzberg (Two factor theory)
Two factor motivation-hygiene theory: before motivation, hygiene factors must be met, otherwise employees will feel not be motivated and will lead dissatisfaction
Hygiene factors
salary + security
factors that surround the job
improves these lowers dissatisfaction but doesn't improve motivation
relates to decent wages, working conditions, security, and safety
Motivators
directly motivates employees to work harder
more concerned with job itself, achievement, advancement = motivation
makes employees feel happy + desire to succeed in job (e.g. promotion, recognition, recognition + interesting work)
Financial incentives to improve employees performance
piecework
commission: paid by completing tasks (often bonus on top of salary)
bonus: paid extra on top of salary once agreed target met
profit sharing: businesses set profit targets and share proportion of profits if targets met
performance-related pay: workers paid based on performance or of business
Non-financial incentives to improve employee performance
job enlargement - gives employees greater range of work to do at same level
job rotation
job enrichment: more challenging work + gives extra training to do it
flexible working - allows employees to work while having time off for personal roles
teamworking: put in small teams and lets them organise own work
empowerment: gives workers control over work
consultation: between managers + employees shows employees' opinions matter + valued
delegation
