2.4 Motivation

________- to maximize output through motivating workers to produce more.

________: intrinsic and extrinsic factors that stimulate people to take actions that lead to achieving a goal.

________ comes from the satisfaction derived from working on and completing a task.

________: aspects of a workers job that have the potential to cause dissatisfaction, such as pay, working conditions, status and over- supervision by managers.

________: attempting to increase the scope of a job by broadening or deepening the tasks undertaken.

________: practice of moving employees between different tasks to promote experience and variety.

intrinsic and extrinsic factors that stimulate people to take actions that lead to achieving a goal

to maximize output through motivating workers to produce more

aspects of a workers job that can lead to positive job satisfaction, such as achievement, recognition, meaningful and interesting work and advancement at work

aspects of a workers job that have the potential to cause dissatisfaction, such as pay, working conditions, status and over-supervision by managers

time-based wage rate and piece rate

attempting to increase the scope of a job by broadening or deepening the tasks undertaken

attempting to motivate employees by giving them opportunities to use the full range of their abilities

practice of moving employees between different tasks to promote experience and variety

production is organized so that groups of workers undertake complete units of work

Intrinsic and extrinsic factors that stimulate people to take actions that lead to achieving a goal

Extrinsic motivation comes from external rewards associated with working on a task, for example pay and other benefits

Intrinsic motivation comes from the satisfaction derived from working on and completing a task

Scientific management. It uses scientific methods to analyze the most efficient production process in order to increase productivity.

Hierarchy of human needs. Our needs determine our actions - we will always try to satisfy them and we will be motivated to do so. If work can be organized so that we can satisfy some or all of our needs at work, then we will become more productive and satisfied.

Two-factor theory. He considered that the hygiene factors had to be addressed by management to prevent dissatisfaction, but even if they were in place, they would not, by themselves, create a well-motivated workforce.

Aspects of a worker's job that can lead to positive job satisfaction, such as achievement, recognition, meaningful and interesting work and advancement at work

Aspects of a worker's job that have the potential to cause dissatisfaction, such as pay, working conditions, status and over-supervision by managers

Equity theory. His theory is built on the belief that employees become demotivated towards their jobs and employer, if they feel that their inputs are greater than their outputs. While many of these factors cannot be quantified, Adams argued that employers should attempt to achieve a fair balance between what the employee gives an organization and what they receive in return. If workers consider that their inputs are greater than the outputs received, they will move to try to redress this imbalance. When a balance is reached, then employees will consider their treatment to be fair and will respond with positive attitudes and high levels of motivation.

Effort, loyalty, commitment, skill

Financial rewards, recognition, security and sense of achievement

Attempting to increase the scope of a job by broadening or deepening the tasks undertaken

Attempting to motivate employees by giving them opportunities to use the full range of their abilities

Job redesign involves the restructuring of a job usually with employees' involvement and agreement to make work more interesting, satisfying and challenging

Practice of moving employees between different tasks to promote experience and variety

Production is organized so that groups of workers undertake complete units of work

Annual income that is usually paid on a monthly basis

Payment to a worker made for each hour worked

Payment a to a worker for each unit produced

Payment to a sales person for each sale made

Bonus scheme to reward staff for above-average work performance

Bonus for staff based on the profits of the business usually paid as a proportion of basic salary

Non-cash forms of reward - and there are many alternatives that can be used. They include company cars, free insurance and pension schemes, private health insurance, discounts on company products and low-interest rate loans. They are used by businesses in addition to normal payment systems in order to give status to higher-level employees and to recruit and retain the best staff.