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27 Cards in this Set
- Front
- Back
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Define motivation |
Refers to goal-directed & purposeful actions that we intend to take to satisfy our needs, & once satisfied, to put effort into satisfying new needs that arise |
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Define expectancy |
An individuals expectation that he can perform a certain task to a certain standard |
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Define job enlargement |
It means increasing the scope of a job through extending the range of its job duties & responsibilities generally within the same level & periphery. Job enlargement involves combining various activities at the same level in the organisation & adding them to the existing job. |
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Define gain-sharing |
Motivating employees to improve their performance through involvement & participation. As their performance improves, employees share financial gain. |
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How can you tell if an employee is motivated? |
Show happiness & satisfaction Friendly Come to work each day Remain committed Do their work well Give compliments about job/colleagues/management |
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Name 2 things how unmotivated employees behave |
Tend to show frustration Be hostile Stay away from work Resign Do their work poorly Complain about jobs/colleagues/management |
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Name 3 things that can cause a lack of motivation |
* poor working conditions & low salary may cause job dissatisfaction * lack of recognition for work achievements * not given responsibility for results & lack of opportunities |
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3 key principles to remember |
* not all individuals are motivated by the same things * personal circumstances have a powerful impact on individual needs * the less organisation generalise about what motivates people & the more they attempt to understand their needs, the better they are able to inspire employees to work enthusiastically |
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Herzberg's contribution to understanding the Co tent of motivation |
1st - To create awareness that money isn't always the most important motivator at work. Achievement, recognition & opportunities for personal growth is also motivators that doesn't mean money is paid out 2nd - to clarify the difference between intrinsic & extrinsic motivation. Helped developing a clearer understanding of what comprises 'reward' |
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3 factors that explain Maslow's theory |
People always have needs A satisfied need ceases to motivate Needs follow a hierarchical pattern |
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Define intrinsic motivators |
Refers to the feeling of self-fulfillment & enjoyment that individual employees gain from the job itself |
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Compare intrinsic & extrinsic motivators |
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Briefly describe each of Maslow's hierarchy of needs |
Physiological - things your body must have to stay alive e.g. food, water, shelter Safety/security - to feel safe & free from threats / harm Social needs/acceptance - need to feel part of a group & loved by family & friends, group affiliation Esteem needs - need for other people to pay attention to us & value us but need to value ourselves, E.g. self respect, status, prestige Self Actualisation - need to have dream & goals & to realise them to make them happen E.g. personal growth |
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What are the implications for management according to Adams theory |
That perceptions of inequity cause dissatisfaction & unhappiness in the workplace & motivate employees to correct the inequity by: Reducing input (effort) Changing outcomes (rewards) by confronting management Withdrawing from the situation / resigning Convince themselves that individual in question is a special case & compare themselves to other employees |
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Explain Milton's theory of motivation that there are 5 variables which influence the motivation process |
1 employed people should have the necessary abilities to do the job 2 they must want to perform the tasks assigned to them 3 self-esteem 4 combination of job content characteristics eg type of job, amount of feedback, perception of job importance, etc 5 combination of characteristics found in a specific work environment -immediate work environment -organisational culture |
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Implications for management (Milton's theory) |
• understand basic human nature i.t.o needs satisfaction • understand that job content & work environment will influence work performance • approach every worker as a unique individual (motivate differently) • communicate individually • understand that change threatens people |
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Define job design What is the 2 fold purpose of job design |
It refers to the way in which work is structured into different task & responsibilities required to execute a particular job • it has to ensure that organisation is productive • it has to ensure that the needs of individual employees are satisfied i.e. that they experience their jobs as challenging & interesting, & that they have accomplished something worthwhile |
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Name & explain the 5 key job design characteristics |
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Name 4 methods to design a job so that it will influence the motivational level of employees |
• job simplification - dividing a job I to small parts & allocating the responsibility of doing the job to less skilled employees • job rotation - giving all the employees an opportunity to perform all the tasks in the department (employees won't get bored, organisation strive to provide employees with experience) • job enlargement - process of combining smaller jobs into larger, more stimulating jobs, which offers variety, without adding responsibility • job enrichment - employee that shows potential to take responsibility of more difficult tasks requiring creativity & decision-making opportunities are purposefully added to the job |
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Methods of jobs enrichment |
• making employee part of team, ensuring that he is responsible for their part of work performed • combining tasks to see how their tasks contribute to the finished product • delegating new & more difficult tasks which they haven't performed previously • allowing employees to plan the work method, sequence, pace & use or non-use of materials in the execution of required tasks • involving employees in the analysis & change of physical aspects of the work environment e.g. temperature |
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Name 3 factors that influence successful job enrichment |
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Name some limitations s of job enrichment |
• sophistication of technology could make it impossible to make work interesting • jobs requiring low levels of skills are not easily enriched • some are not concerned with job enrichment, but only with increased pay & security • some fear that changes could lead to loss of jobs |
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Explain MBO (Management By Objective) |
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Name the 2 key requirements for successful implementation of MBO |
Adhering to a hierarchy of objectives • strategic goals are set by top management level to ensure they achieve vision & mission • departmental objectives are set that support strategic goals • individual objectives are set that support departmental objectives Following a specific cycle • setting objectives & standards • day-to-day coaching • formal review & evaluation of performance • taking action to improve performance |
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Name 4 district part to MBO |
• objective-setting: specific, measurable, realistic & understandable • participation: employees part of decision-making process in setting their objectives • time limit: must accomplish objectives within time limit • evaluation: employees measured against standards that they helped to establish |
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Advantages of MBO |
• improved management • higher productivity • enhanced communication • personal commitment • effective control • efficiency is enhanced • opportunity for creative thinking • co-operation between different departments |
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Disadvantages of MBO |
• over-emphasis on individual objective • management might not be able to sufficiently reward employee • short term success is over-emphasised • focus on output, regardless of quality • no quantifiable comparisons • managers don't understand strategy theat they need to implement • difficulty in setting measurable objectives • inflexible system doesn't allow for adaptation to change • difficulty in translating organisational goals into individual objectives • too much paperwork & record-keeping • conflict can arise |
