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IB BM 2.3 Leadership and 2.4 Motivation
IB Business Management HUMAN RESOURCE MANAGEMENT 2.4 Motivation
Terms in this set (42)
The intrinsic and extrinsic factors that stimulate people to take actions that lead to achieving a goal
Comes from the satisfaction derived from working on and completing a task
Comes from external rewards associated with working on a task, for example pay and other benefits
Taylor's Scientific Management Theory
Specialization and division of labor lead to greater levels of productivity. Recommended a piece-rate payment system to link pay with productivity levels.
Maslow's Hierarchy of Needs
A motivation theory that outlines the five levels of needs, from the requirement to satisfy basic physiological needs through to self-actualization. By helping their employees meet important needs at work, employers can create a highly motivated and happy workforce, which is more likely to be productive.
Maslow's Hierarchy of Needs Levels
1. Self-actualization (top of pyramid)
5. Physical needs (bottom of pyramid)
Reaching one's full potential; e.g. challenging work that stretches the individual - this will give a sense of achievement. opportunities to develop and apply new skills will increase potential.
Maslow Esteem needs
Respect from others, status and recognition of achievement. Give employees recognition for work done well - status, advancement and responsibility will gain the respect of others.
Maslow Social/Belonging needs
Working in teams or groups and ensuring good communication to make workers feel involved. Good working relationships. Trust, acceptance, friendship, belonging to the group and social facilities.
Maslow Safety needs
Protection from threats, job security, health and safety at work. A contract of employment with some job security - a structured organisation that gives clear lines of authority to reduce uncertainty. Ensuring health and safety conditions are met.
Maslow Physical needs
Income from employment high enough to meet essential needs for food, water, shelter, etc.
Herzberg's Two-Factor Theory
proposed that motivation and dissatisfaction arise from two different factors - motivation from motivating factors and work dissatisfaction from hygiene factors
Hygiene Factors (Herzberg's Two-Factor Theory)
Parts of a job that do not increase job satisfaction but help to remove dissatisfaction, such as reasonable wages and working conditions
Motivators (Herzberg's Two-Factor Theory)
Factors that increase job satisfaction and motivation levels, such as praise, recognition and responsibility
Adam's Equity Theory
A theory that states that people will be motivated when they perceive that they are being treated fairly; the idea that employees try to maintain equity between inputs and outputs compared to others in similar positions
Payment to workers on a fixed time basis: hourly, daily and weekly
Wage (piece rate)
Workers are paid for each unit they produce.
A fixed amount of money paid to an employee for each pay period (typically monthly, or bi-weekly)
Payment to sales people based on the value or volume of the sales they make
A payment system where employees receive extra payment on top of their salary or wage to reward them for good performance in their job.
A bonus for staff based on the profits of the business - usually paid as a proportion of basic salary
Fringe benefits (perks)
non-money payments such as memberships, company cars, private healthcare, pension and discounts
Employee share ownership schemes
Employees receive a financial reward above their normal pay in the form of shares in the business.
Changing an employee's job to increase the range and complexity of the tasks and giving them greater responsibility and autonomy to do their job.
The work of an employee remains basically the same, but the number and variety of tasks is increased so that the worker does not have to do the same task over and over again.
Where there are a number of similar tasks in a particular area of a business, workers are periodically moved between those tasks.
the assignment to subordinate the authority and responsibility for particular functions, tasks, and decisions.
Workers are delegated a greater role in decision-making, which gives more autonomy and control over their work
Measures the level of output per worker. It is a measure of motivation because employees tend to be more productive with increased levels of motivation
The overall package of pay and benefits offered to an employee
Team working (motivation)
Where employees are organized into groups to work together to complete a particular job.
Pink's Drive Theory of motivation
Stated that workers need autonomy, mastery and purpose in their work to be intrinsically motivated at work
Pink's Theory - Autonomy
workers are given the opportunity to work independently and use their own ideas. Employees having flexible work hours, work location.
Pink's Theory - Mastery
workers are developing in their work and getting better at what they do. Employees receiving training, opportunities for growth and development.
Pink's Theory - Purpose
employees find meaning in their work and feel that what they do makes a difference. Employees believing in what the company is doing, producing goods that make a difference, positively contributing to society.
Adam's Theory - Inputs
What workers put into jobs like time, effort, skill and ability, loyalty, tolerance, flexibility, integrity, commitment, reliability, personal sacrifice, enthusiasm, hard work, determination
Adam's Theory - Outputs
What workers get from jobs like pay, bonus, perks, benefits, job security, recognition, interest in job, career development, reputation, praise, responsibility, enjoyment, sense of achievement/accomplishment
leadership style that involves making managerial decisions without consulting others
An autocratic leaders who makes all of the decisions but who 'cares' for employees like a family
a leadership style that promotes the active participation of workers in making decisions
a hand-off approach to leadership where the the leader provides little to no direction or follow up to the staff.
Adjustment of a leadership style to specific situations to reflect employee needs and situations.
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