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Unit 1 - Motivation in theory and practice :star: - Coggle Diagram
Unit 1 - Motivation in theory and practice
:star:
Motivation theories
Maslow
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Hierarchy of needs
= the order of people's needs starting with basic human requirements.
:red_cross: Not all employees' needs are the same - some employees are so ambitious that they do not care very much about communication and friendship.
:red_cross:The higher needs do not have much impact if there is a threat of redundancy.
Key summary :
Workers motivated by having each level of need met in order as they move up the hierarchy
Levels of needs are: Physical, Security, Social, Self-esteem, Self-fulfillment
Workers must have lower level of needs fully met by firm before being motivated by next level
Herzberg
Hygienic factors
= things at work that results in dissatisfaction.
Job enrichment
= giving an employee more responsibility and recognition .By using job enrichment, employees feel they are in control of their workload, are able to feel like they can complete it and feel achievement once completed.
Delegation
= the passing of authority down the managerial hierarchy.By doing this, it demonstrates trust from the managers towards the employees.
Key summary :
Workers motivated to work harder by motivators e.g. more responsibility, more interesting work, more praise for good work
Workers can become demotivated if hygiene factors are not met e.g. pay, working conditions, relationships with colleagues
:red_cross: Different individuals respond in different ways to the various factor
:red_cross:Some researchers have challenged the idea that happy and satisfied workers increase productivity.
Mayo
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:check:Workers are recognised and appreciated for their work so increases motivation
:check:Relationship between managers and workers are built
:red_cross: Companies risk workers becomes easily swayed by personal emotions and opinions when making decisions
:red_cross:More freedom for workers = less control over workers
Key summary :
Workers motivated by having social needs met
Workers should work in teams
Managers should have greater involvement in employee's working life
More two-way communication between managers and workers.
Taylor
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Scientific management
= a theory that suggests there is a best way to perform work tasks
:check: Enhances teamwork - cooperation between managers and workers
:check: Maximises productivity
:red_cross: In order to meet productivity requirements, quality may suffer
:red_cross:May demotivate employees due to repetition of task with no flexibility
Key summary:
Workers given one repetitive task so they can learn to master it
Managers should give orders and closely control workers
Workers should be paid per item they produced – piece rate
Financial methods to improve employee performance
Piece-rate
= a payment system where employees are paid a agreed rate for every item produced.
:check: Encourages high speed production
:check: Provides good incentive for workers who are mainly motivated by pay
:red_cross: Quality may suffer as workers try to get as much done as possible
:red_cross:It is repetitive for workers and can be demotivating
Commission
= a % payment on a sale made to the sales person
:check: Knowing that extra effort means more pay can motivate
:check: An incentive to increase worker productivity
:red_cross: Income can be unreliable, especially in a recession
:red_cross: May lose customers if employees are using aggressive sales techniques in order to secure commission which damages the business' reputation
Bonus
= a payment in addition to the basic wage for reaching a target
:check: can be used as an incentive, especially in a field where employees must make sales or meet specific goals.
:check: it will motivate him to continue to work hard for further rewards.
:red_cross: Employees may neglect other goals to concentrate on bonus targets.
:red_cross: Not all jobs show a clear link between performance and productivity or profit
Profit sharing
= workers are given a share of the profits
:check: May improve employee's loyalty to the comany
:check: likely to accept changes in working practices if they can see that profits will increase overall
:red_cross: Not linked to individual performance
:red_cross:External factors can reduce profit
Performance related pay
= for non manual workers where pay increases are given if performance targets are met.
:check: managers can easily monitor and assess individual employee performance during appraisal process
:check: can ensure they are all closely focused to company objectives
:red_cross: Incentives may not be large enough to motivate employees
:red_cross:can create unhealthy rivalry between managers
Non financial methods to improve employee performance
Delegation
:check: Allows senior management to focus on key tasks
:check: Reduces management stress and workload
:red_cross: Depends on quality / experience of subordinates
:red_cross:May increase workload and stress of subordinates
Consultation
= listening to the views of employees before making key decisions
:check: improve employees performance and commitment > perform better as they are given accurate information about their jobs
:check: increase job satisfaction > more likely to be motivated if they have a good understanding of their job
Team-working
= organizing people into working groups who have the same aim
:check: productivity may be greater because of combined talents
:check: ideas may be created through group discussions
:red_cross: too much disagreements can destroy team effectiveness
:red_cross: unnecessary meetings will waste time.
Job enlargement
= giving an employee more work to do of a smilier nature
:check: prevents boredom with one repetitive task
:check: more efficient if workers are organized in a group > job rotation can take place
:red_cross: allowing employees to complete the entire process will reduce efficiency. This is because the fall of productivity from carrying out many tasks is greater than any productivity gains from increased worker satisfaction.
Job rotation
= The periodic changing of a group or task
:check: enable a variety of skills and experience to be gained.
:red_cross: reduce output as workers learn new jobs and take s time to 'settle in'.
Flexible working
:check: cope with small changes in demand easily
Job enrichment
:check: encourages employees to be more productive and use their skills
:red_cross: some employees may not react to the incentives.
Importance of employee motivation to a business
Motivated employees are generally thought to be more productive and better able to communicate and collaborate. Business managers try to meet employee's needs in a way that will enhance their performance and productivity, so maximising efficiency.
Higher labour productivity
lower labour turnover
lower unit costs
-lower absenteeism