Busman AOS2

• Maslow's hierarchy of needs 


  Based on the theroy that there is a hierachy of five human needs:

  • Physiological (basic pay and conditions)
  • Safety (job security and safe workplace)
  • Love and belonging/social needs (strong/positive working relationships)
  • Esteem (recognition and responsibility)
  • Self-actualisation (challenging work)
• Implications of Maslows theroy 


  Managers should identify where staff are on the hierarchy and implement strategies to satisfy those needs before moving to the next level.
• Locke and Lathams goal setting theory

  A theory based on the idea that a goal can serve as a motivator. People can compare their performance with what is required to achieve the goal.
• Locke and Lathams goal setting theroy 


  A theory based on the idea that a goal can serve as a motivator. People can compare their performance with what is required to achieve the goal. For a goal to motivate they must follow the 5 Cs.
• 5 C's


  Clear and specific

  Challenging but not overwhelming

  Collaboratively set so the employee is committed.

  Constructive feedback should be provided regularly.
• Lawrence and Nohiras four drive theory 


  There are four basic motivational needs that act to drive people, and which result from our evolutionary past.

  ABCD:

  • Acquire
  • Bond
  • Comprehend and learn
  • Defend
• The drive to acquire


  The need to acquire can be both a basic or complex need. Basic being gathering necessities (clothing, housing, money). Acquiring status accomplishments and power (promotion, a private office).
• The drive to bond


  The need to find, connect, and seek others whether it is family, peer groups, or being part of a business, association, or nation. Motivation receives a boost when employees feel proud to belong to a business.
• The drive to comprehend and learn


  People need to make sense of the world around them contribute to it, this links to why learning and work both engage and motivate employees. Employees will be motivated to perform if they are given challenging jobs which encourage them to grow, learn, explore etc.
• The drive to drive and defend


  This stems from our instinct to defend protect ourselves, family, friends, property beliefs etc. This drive links directly to peoples fear and resistance to change.
• Motivation 


  Motivation is the willingness of a person to expend energy and effort in doing a job or task
• Performance related pay


  PRP is a financial reward to an employee whose work is considered to have reached a required standard or exceeded it.

  The increased performance could be recognised and rewarded in monetary form of sales commission, profit sharing, allocated share, or a bonus pay/pay increase.
• Career advancement


  Employee is given the opportunity to take on more responsibility or given more authority in order to motivate.

  Benefits of this: more pay, improved self-esteem, challenge and experience for the employee, status.
• Investment training


  Training is where an employee learns and improves their skills so they are able to perform their job at a higher levels.
• Support 


  Support is the individual assistance and services designed to help employees cope with problems which negatively impact their lives or work performance.
• On-the-job training 


  On the job training is where an employee learns at their workplace, often while performing their job. The employee is learning while they are working, which maintains their productivity.

  - Coaching

  - Job rotation

  - Understudy/role modelling.

  - Planned workplace activities.

  - Apprenticeship
• Off-the-job training


  Off the job training is where the employee learns new skills usually away from the usual workplace e.g., conferences/lectures, classroom setting, simulations/case studies, role plays.
• performance management 


  Performance management is the process used to evaluate and improve individual and business performance. Individual objectives should be aligned with business objectives. Performance is then continually evaluated against these objectives.
• Appraisals 


  Performance appraisals measure how well an employee has performed their job over a period of time, provides feedback to the employee and establishes plans to improves performance and then develops new objectives for the employee.
• Self-evaluation


  Where the employee assesses their own performance related to predetermined objectives and their contribution to their business team/unit. Employees are often aware of their performance and ways in which to improve it.
• Employee observations 


  Feedback is collected on a regular basis from people who work with the employees work colleague’s subordinates and often customers.
• Retirement 


  Voluntary termination where an employee decides to leave the paid workplace.
• Retrenchment


  Occurs when an employee leaves the organisation because their job no longer exits. Often due to technological changes, restructure, or a merger (voluntary or involuntary).
• Redundancy


  Occurs when there is no longer sufficient work for the employee to perform (no longer needs a job to be done/fewer people needed). Reasons:

  -        An employer is closing part of or all of its business.

  -        Internal organisational restructure occurs.

  -        New technology is introduced.

  -        A business is relocating.

  -        The duties of a position are reallocated to other employees.

  -        The business merger with or is acquired by another business.
• Dismissal


  Is when an employee is terminated due to unacceptable behaviour or performance (getting fired, given the sack or the flick).

  Summary dismissal is when an employee commits a serious breach of their employment contact and can be dismissed immediately (theft, serious breach of OH&S, sexual harassment).

  On-notice dismissal is when an employee is not performing satisfactorily. They must be given notice and an opportunity to improve their performance and employees are entitled to pay and benefits for the work they have performed.
• Mediation


  When an independent third party is brought in to help facilitate the conversation to help the two parties reach an agreed decision.
• Arbitration


  A method of industrial dispute resolution where an independent third party listens to both sides in the dispute, then makes a decision based on these arguments that is legally binding on both parties