motivation

• Motivation


  The inner desire or willingness that drives a person to take action and achieve a specific goal or outcome
• Types of motivation


  • Intrinsic (from within a person)
  • Extrinsic (from external factors)
• Reasons why people work

  • To earn money to fund their lifestyle and ensure they have the necessities required
  • For voluntary or low-paid work to give them a purpose
  • To mix with other people
  • To fulfil their aspirations
• Benefits of a well motivated workforce

  • More productive and efficient
  • Engaged in their work and use their initiative to meet or exceed their goals
  • Generate higher levels of output and quality
  • Increased productivity results in higher profits
  • Lower labour turnover rates
  • Increased reliability and loyalty
  • Take pride in their work, show up on time, meet deadlines and take fewer sick days
  • Increased trust between the business and its employees and encourages a positive organisational culture
• Main motivational theories


  • Maslow's Hierarchy of Needs Theory
  • Taylor's Scientific Management Theory
  • Herzberg's Two Factor Theory
• Maslow's Hierarchy of Needs


  Outlines five tiers of human needs that must be met for individuals to reach their full potential
• Tiers in Maslow's Hierarchy of Needs

  • Physiological needs
  • Safety needs
  • Love and belonging needs
  • Esteem needs
  • Self-actualisation needs
• Advantages of applying Maslow's Hierarchy

  • More satisfying work environment
  • Increased productivity and lower staff turnover rates
  • Improved staff loyalty by offering incentives aligned with their needs
  • Employees feel valued and supported, leading to higher performance
• Disadvantages of applying Maslow's Hierarchy

  • Need to tailor approach to individual employees
  • Meeting many individual needs can be expensive
  • Significant effort required from management to connect individually with workers
• Taylor's Scientific Management Theory


  Focuses on breaking down complex tasks into simpler ones, standardising work processes and providing workers with clear instructions and training to achieve maximum efficiency
• Taylor's Theory of Motivation


  1. Study and analyse the work process

  2. Standardise the work process

  3. Select and train workers

  4. Provide incentives for performance
• How businesses use Taylor's approach


  • Workers are trained to perform only one task which they become very skilled at
  • Workers are usually paid for the completed work (piece rate pay)
  • Increased efficiency lowers costs
  • Standard procedures that everyone follows reduces errors and inconsistencies
  • Specialisation of labour leads to greater efficiency and productivity
  • Clear hierarchy and lines of authority leads to more efficient decision-making and communication
  • Better training and development improves employee performance and job satisfaction
• Advantages of Taylor's approach


  • Increased efficiency lowers costs
  • Standard procedures that everyone follows reduces errors and inconsistencies
  • Specialisation of labour leads to greater efficiency and productivity
  • Clear hierarchy and lines of authority leads to more efficient decision-making and communication
  • Better training and development improves employee performance and job satisfaction
• Disadvantages of Taylor's approach


  • Overemphasis on efficiency reduces worker satisfaction and creativity
  • Workers may disengage from work if they are reduced to working in a machine-like system
  • Limited applicability as this approach may not work for roles that require high levels of creativity, problem-solving, or interpersonal skills
  • Potential for exploitation as this approach may be used to extract more work from workers without compensating them fairly
• Herzberg's Motivation Theory


  Suggests that there are two influencers that determine employee motivation and job satisfaction - hygiene factors and motivators
• Herzberg's factors


  • Hygiene factors (elements that do not necessarily lead to job satisfaction, but their absence can cause dissatisfaction)
  • Motivators (elements that lead to job satisfaction and motivation)
• Using hygiene factors to decrease dissatisfaction

  • Pay fair wages/salaries
  • Offer excellent working conditions
• Herzberg's Motivation Theory


  Suggests there are two influencers that determine employee motivation and job satisfaction - hygiene factors and motivators
• Hygiene factors


  Elements that do not necessarily lead to job satisfaction, but their absence can cause dissatisfaction which decreases motivation
• Hygiene factors


  • Poor teamwork in the workplace
• Motivators


  Elements that lead to job satisfaction and motivation
• Diagram to show Herzberg's Two-factor Theory
• Lack of hygiene factors causes dissatisfaction while addressing the motivators increases satisfaction. Increased satisfaction leads to increased productivity and profitability
• Using Hygiene Factors to Decrease Dissatisfaction

  1. Pay fair wages/salaries

  2. Offer excellent working conditions

  3. Offer employment contracts which provide job security
• Google has a reputation for providing amazing workplaces which include gourmet restaurants, laundry services and dog care
• Using Motivating Factors to Increase Satisfaction

  1. Build a recognition and rewards culture

  2. Offer opportunities for growth and development

  3. Provide challenging work which requires problem solving
• Motivation is a popular exam topic and can be used to build analysis on a variety of topics. Always consider how decreased motivation can lead to increased business costs, which will reduce its profitability. Using principles gained from these three motivational theories can help wise managers to increase motivation, raise productivity and decrease business costs.
• Financial incentives


  Rewards or payments given to employees in return for their labour - or improved performance
• Herzberg's Two Factor Theory says that money is not generally a motivator, but the lack of it leads to dissatisfaction
• Maslow's Hierarchy of Needs argues that people move through levels of needs that motivate them - their lower-order needs are closely linked to financial rewards whilst higher-order needs are rarely linked to pay
• Physiological and safety needs can be partially met by providing adequate pay. Love and Belonging needs are often met by encouraging aspects such as team working.
• Diagram showing financial methods of motivation
• Financial Incentives


  • Remuneration
  • Commission
  • Bonus
  • Promotion
  • Fringe Benefits
• Remuneration


  The basic wage or salary that a worker receives for their labour
• Commission


  A percentage of sales revenue is paid to workers who sell products or services
• Bonus


  An additional payment given to staff awarded for achieving specific goals, completing projects on time or exceeding performance expectations
• Promotion


  Promotion usually demands a higher level of responsibility from an employee in the job role. Higher pay is usually offered to reflect the increased responsibility.
• Fringe Benefits


  Additional benefits usually offered to salaried employees, such as the use of a company car, private healthcare or gym membership
• Non-financial incentives


  Rewards that are not directly related to money, such as recognition, praise, job satisfaction or improved work-life balance
• Non-financial Incentives


  • Autonomy
  • Job enrichment
  • Job rotation
  • Teamworking
  • Training
  • Promotion Opportunities