14360098
Beschreibung
Karteikarten von Rhian Morgan, aktualisiert more than 1 year ago
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Erstellt von Rhian Morgan
vor mehr als 6 Jahre
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| Frage | Antworten |
| Motivated | The desire to take action to achieve a goal |
| Taylor's theory of Scientific management | A theory that suggests there is a best way to perform a task |
| Rundown of Taylor's theory of Scientific management | . Based on financial motivation . Pay should be linked to output . Chooses the quickest method of output, establishes it in workplace, all workers must do the method in the set time. . Doesn’t take into account the individual differences of the workers . Approach viewed the workers more as machines . Overlooked other motives for work other than financial incentives |
| Maslow's hierarchy of needs | The order of people's needs starting with basic human requirements |
| Rundown of Maslow's hierarchy of needs | .Split into two sections- the classification of needs, and how these classes are related to each other. . Classes of needs were: - Physiological needs e.g wages high enough to meet weekly bills to pay for food, water, electricity, gas…Good working conditions, obtaining rest and activity - Safety needs e.g job security, safe working conditions, routine and familiarity, safety from physical/verbal harm - Love and belonging e.g working with supportive colleagues, teamwork, good communication. - Esteem needs e.g being given recognition for doing your job well, feeling competent - Self-Actualisation e.g Realising your full potential , being promoted, given more responsibility |
| Rundown of Maslow's hierarchy of needs (2) | . Things at the bottom of the pyramid are basic needs that are concerned with survival . Needs must be satisfied before you can move onto the next level . Each level of needs is dependent on the one below . However, some levels don’t exist for some individuals or some rewards seem to fit into more than one class |
| Rundown of Mayo's theory of human relations | .Believed that worker’s productivity was affected by work conditions, skill of the workers, and financial incentives . Concluded that the changes in conditions and financial rewards had little/no effect on productivity . Increases in output were due to the communication of the team- teamwork made them motivated . Workers also became motivated when interest was shown in their work by researchers. |
| Rundown of Mayo's theory of human relations (2) | . A business aiming to maximise productivity must ensure that the worker’s ‘personal satisfactions’ are met to increase motivation . However, it assumes that the workers and management have the same goals . It assumed that communication between workers and management would ‘break down barriers’- could actually create more with knowledge of a possible higher pay . Biased towards management – workers are manipulated into being productive by management- may be seen as a way of reducing trade union power. |
| Rundown on Herzberg's two-factor theory | . Motivation split into 2 categories: - Motivators; factors which give workers job satisfaction e.g recognition for their effort- increased production likely, but not guaranteed - Hygiene/Maintenance factors; Factors that can lead to workers being dissatisfied e.g pay or conditions- improving hygiene factors should decrease work dissatisfaction e.g improving canteen conditions may make workers less dissatisfied- improving hygiene alone not likely to increase motivation- if hygiene factors not met= could be a fall in productivity |
| Rundown on Herzberg's two-factor theory (2) | . However, an increase in pay or better working conditions may be taken for granted . May be expensive- may not be able to continue/do this in times of recession |
| Maslow's hierarchy of needs |
Image:
Maslow (binary/octet-stream)
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| Herzberg's two-factor theory | |
| Financial incentives to improve staff performance: | . Piecework . Commission . Bonus . Profit sharing . Performance related pay |
| Non-financial techniques to improve staff performance | . Delegation . Consultation . Empowerment . Team working . Flexible working . Job enrichment . Job rotation . Job enlargement |
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