motivation and demotivation

• Motivation

  Reasons for certain behavior, reasons why we do certain things
• Intrinsic motivation

  Motivation that comes from within, when you want to do something because you personally want to do that, not because you are trying to get a reward or escape punishment
• Extrinsic motivation

  Motivation that is driven by external factors such as rewards or absence of punishment
• Motivation is important because if staff is motivated, it means they are enjoying their jobs, productivity is high, output quality is high, and profitability is high. If staff is demotivated, they are not satisfied with their job, productivity is low, output quality is low, and profitability is low.
• Scientific management (Taylorism)


  Theory that people are only motivated by money, the more you work the more you earn. Managers plan everything, employees just do their work. Division of labor and specialization are important.
• Criticisms of scientific management: it is hard to measure mental output in some professions, not everyone is motivated by money, it does not allow for empowerment and decision making.
• Strengths of scientific management: it is an old theory that still works for some jobs, it works well for money-driven people and less skilled jobs.
• Maslow's hierarchy of needs


  Theory that there are 5 needs: physiological, security, social, esteem, and self-actualization. People are motivated by the next level of needs once the current level is satisfied.
• Criticisms of Maslow's theory: it is impossible to apply the same hierarchy to all employees, people can satisfy multiple needs at the same time, self-actualized people may still have other motivators.
• Strengths of Maslow's theory: it is straightforward and easy to understand, it encourages managers to think about intrinsic motivation rather than punishment.
• Herzberg's two-factor theory


  Hygiene factors (e.g. working environment, basic salary) do not motivate but must be in place. Motivators (e.g. recognition, high salary, responsibility) will not work if hygiene factors are not in place.
• Job enlargement


  Doing more tasks at the same level, no increase in challenge
• Job enrichment


  Doing tasks of the next level, more challenge and responsibility but not necessarily more tasks
• Job empowerment


  Increased power of decision making, the more decisions employees can make the more empowered they are
• Criticisms of Herzberg's theory: it may not apply to all professions, some employees may see more responsibility as a punishment.
• Strengths of Herzberg's theory: it provides a new perspective on motivation, it is flexible and can be applied differently to individuals, motivators can become hygiene factors over time.
• Rewards refer to things employees get in exchange for their work
• Salary


  Fixed amount of money paid annually, broken down into monthly payments
• Wage


  Payment directly dependent on output or time worked, not a fixed amount
• Commission


  Percentage of a deal or sale
• Performance related pay


  Pay based on achieving set targets, used for roles where output is hard to quantify
• Profit related pay


  Percentage of company profits
• Share ownership scheme


  Company giving shares to employees or allowing them to buy at discounted rates
• Fringe benefits


  Non-cash benefits provided by employer, e.g. company car, gym membership
• Job enrichment


  Increasing challenge of tasks, not necessarily more tasks
• Job enlargement


  Adding more tasks of the same level, no increase in challenge
• Job empowerment


  Giving employees more decision-making power
• Job rotation


  Employees taking turns doing different jobs within a team
• Purpose/opportunity to make a difference

  Non-financial reward of doing something good for society
• Teamwork


  Shared responsibility within a team, freedom to allocate tasks
• Training


  Providing employees opportunities to acquire job-related skills
• Induction training


  Training for new employees to help them settle in and reduce mistakes
• On-the-job training


  Training that takes place at the workplace
• Induction training


  Training for new employees who have just joined an organization, includes meeting key personnel, getting to know colleagues, office tour, and introduction to company policies and practices
• Induction training


  • Helps new employees settle in quicker and reduce potential mistakes
  • Employees have to figure things out on their own without induction training
• On-the-job training


  • In line with organization's needs as provided by the organization
  • Not necessarily provided by someone who knows how to deliver knowledge, just an experienced employee
  • Mentor's bad habits can be transferred to trainee
• Off-the-job training


  Training that takes place off-site, outside of working hours
• Off-the-job training


  • Not in line with organization's needs as provided by an external organization
  • Trainee may get a certificate that helps them find another job, so employer may be reluctant to send them
  • Provided by professional teachers/coaches who know how to deliver knowledge