2.4 Motivation and demotivation

• Motivation in the workplace refers to the desire, effort and passion to achieve something.
• Taylor's theory assumes that employees are primarily motivated by money. Productivity could therefore be improved by setting output and efficiency targets related to pay.
• Maslow's theroy assumes that the psychological needs of employees was what motivated people, not just money. He developed a hierarchy by lower order needs before they can progress to higher order needs. The hierachy begins with physiological then safety then love and belonging then esteem then self-actualisation.
• In Maslow's hierarchy physiological means food, water, shelter, warmth and air.
• In Maslow's hierarchy safety means job security, sick pay, maternity leave and pensions.
• In Maslow's hierarchy love and belonging means interaction, teamwork and trade union membership.
• In Maslow's hierarchy esteem means job titles, decision-making power and praise.
• In Maslow's hierarchy self-actualisation refers to someone's intrinsic drive to become the best they can be.
• Herzberg's theory assumes that people are motivated by either hygiene factors or motivators.
• Hygiene factors in Herzberg's theory are aspects of work that do not motivate but must e met to prevent dissatisfaction such as working conditions, pay or health insurance.
• Motivators in Herzberg's theory are factors that lead to psychological growth of workers and increase satisfaction and performance at work such as recognition, promotional opportunities or job enrichment.
• Salaries is a financial reward that are financial rewards set at a fixed annual rate but paid on a regular basis (e.g., fortnightly or monthly).
• Wages is a financial reward that are the reward for labour services, usually expressed as an hourly rate (time) or as a measurable quantity of output (piece rate).
• Commission is a financial reward that pays workers a percentage of sales or output contributed. They typically also earn an additional basic salary.
• Performance-related is a financial reward that pay rewards those employees (as individuals, teams or whole workforces) who meet certain goals. This may be paid as a performance bonus, loyalty bonus, pay rise or gratuity.
• Profit related pay is a financial reward that is when pay is linked to a firm's profit usually in the form of a bonus.
• Employee share ownership schemes are a financial reward that reward workers, managers and directors by giving them shares in the company.
• Fringe payments are a financial reward that are benefits to an employee in addition to their wages or salary such as subsidised meals, private health insurance or a company car.
• Job enrichment is a non financial reward which is when workers are given more complex and challenging tasks in their role.
• Job rotation is a non financial reward which is a type of job enlargement that involves workers performing different tasks at the same level of complexity in a simplistic way.
• Job enlargement is a non financial reward which is about broadening the number of tasks an employee performs.
• Empowerment is a non financial reward which is about developing the potential of workers or teams to achieve the best they can which can be done through things such as delegation, worker participation and continuous professional development.
• Purpose and the opportunity to make a difference are when workers are motivated by intrinsic, altruistic motives.
• Teamwork is a non financial reward which occurs when employees work with fellow colleagues.
• Induction training is training for new employees of an organisation designed to help settle recruits quickly into their new role.
• On the job training is training carried out whilst at the workplace.
• Off the job training is training that is carried out off site.
• McCelland's theory assumes that there are three types of needs that must be satisfied to boost motivation and productivity: Need for Achievement (n-Ach), Need for Power (n-Pow) and Need for Affiliation (n-Aff).
• Self-determination theory by Deci and Ryan suggests that the drive to flourish relies on three core requirements: autonomy, competence and relatedness.
• Equity theory by Adams assumes that employees are motivated by feeling their inputs equal or are relative to their outputs.
• Expectancy theory by Vroom assumes that people only put in the effort to do a task if they expect it will achieve the required result.
• Expectancy theory by Vroom equation: Motivation = Expectancy (belief that effort will lead to acceptable performance) x Instrumentality (performance reward) x Valence (value of reward to employee)
• Labour turnover =Number of staff leaving/total number of staff x 100
• Formative appraisal is verbal appraisal which is not written down or regular.
• Summative appraisal is a written description of employee's work summarising personal performance and achievement during the year.
• 360-degree feedback is evidence collection on employees performance from peers, subordinates, managers etc.
• Self-appraisal is when an employee appraises themselves on a set criteria.
• A typical recruitment process had the following order: vacancies become available, advertise the vacant post, check applications and create a shortlist, conduct interviews, perform aptitude testing (if required), check references, offer job to best candidate, issue and sign employee contract, carry out new employee induction.
• The selection process for employment may include applications (ie. application form, curriculum vitae & cover letter), interviews, possible testing (psychometric, aptitude testing, intelligence tests, trade tests) and references.
• Internal recruitment is looking for people inside the organisation.