Motivation (AQA A Level Business): Flashcards

Hygiene factors are elements of work that, in Herzberg's theory, do not necessarily lead to job satisfaction, but whose absence can cause dissatisfaction, which decreases motivation.

A business can pay fair wages or salaries, offer excellent working conditions and provide employment contracts that give job security.

Motivators are elements of work that, in Herzberg's theory, lead to job satisfaction and motivation, such as increased responsibility.

A business can build a recognition and rewards culture, offer opportunities for growth and development and provide challenging work that requires problem-solving.

Financial motivation is the use of monetary rewards to influence employee behaviour and effort.

Taylor believed workers are motivated primarily by money, which he called the "economic man" theory. He favoured pay systems that directly link earnings to output.

A wage is a payment calculated on an hourly basis, so employees are paid for the number of hours they work.

Wages have no direct link to productivity. Because more hours means more pay, employees may work slowly.

Piece rate pay means employees are paid a fixed amount for each unit of output they produce.

Workers may rush to maximise output and therefore pay, so quality is sacrificed for quantity.

A salary is a fixed annual payment, usually divided into equal monthly instalments, regardless of hours worked or output produced.

Commission is a payment based on the value or volume of sales an employee generates, usually expressed as a percentage of sales revenue.

True.

Commission can encourage aggressive or unethical sales behaviour, which may damage customer relationships.

Performance-related pay is additional financial reward given to employees who meet or exceed agreed performance targets, usually assessed through an appraisal process.

Performance-related pay can create unhealthy internal competition among colleagues. Employees who narrowly miss targets may also feel demotivated.

Share options give employees the right to buy shares at a fixed price in the future, so they benefit if the share price rises.

Fringe benefits are non-cash rewards provided to employees in addition to their salary, such as company cars, private health insurance or gym membership.

Benefits that enable personal growth and development, such as a learning budget or mentoring, may be considered motivators.

Non-financial motivation refers to methods of increasing employee effort, engagement and satisfaction that do not rely on monetary reward.

Delegation means passing authority and responsibility for a specific task or decision to a subordinate, while the manager retains overall accountability for the outcome.

Delegation means decisions are made closer to the point of need, rather than waiting for senior managers to decide.

Empowerment means giving employees greater autonomy over how they carry out their work, including the authority to make decisions without seeking managerial approval.

False.

Empowerment may unsettle employees who prefer clear direction and defined boundaries. It requires employees who are confident and capable of exercising their authority well.

Job enrichment means redesigning a role to make it more motivating by adding tasks that involve greater skill, variety and responsibility.

Job enrichment makes work more varied and meaningful, which reduces boredom and monotony.

Non-financial methods of motivation align closely with the motivators identified by Herzberg.

Training equips employees with the skills to perform their current role effectively. Development builds capabilities and prepares employees for future roles and responsibilities.

True.

Off-the-job training reduces productive output during the training period. There is also a risk that trained employees leave for competitors.

Remote working is where employees work entirely outside the employer's premises, typically from home.

Hybrid working involves employees splitting their time between remote working and attending the workplace.

Flexible working gives employees control over when and where they work, with arrangements including flexitime, compressed hours and part-time contracts.

Remote working can lead to feelings of isolation and reduced connection to colleagues. It is harder to maintain informal collaboration when teams are not physically together.

Employee wellbeing refers to the overall physical, mental and emotional health of employees.

Presenteeism is where employees are physically at work but not performing effectively due to stress, illness or burnout.

Employers have a duty of care under UK health and safety legislation. Proactive wellbeing management reduces the risk of legal claims and fines.

Employees who feel genuinely supported are more likely to stay, leading to lower staff turnover and reduced recruitment and training costs.

Wellbeing washing is where a business introduces superficial initiatives, such as free fruit or yoga sessions, that are unlikely to address the underlying causes of poor wellbeing.

True.

Employees may fear judgement from colleagues or managers because of stigma. Services are also often underused because employees may not know they exist.

Benefits such as lower absence rates and reduced employee turnover take time to materialise. They are also affected by many other factors.

It is hard to identify signs of poor wellbeing in employees who are not physically present. This makes early intervention difficult.

Employee Assistance Programmes offer confidential counselling to employees.

An inclusive work environment is one where all employees feel valued, respected and able to contribute fully, regardless of their background, identity or personal characteristics.

False.

Inclusion requires genuine cultural change. Policies alone do not create inclusion, as attitudes and behaviours must also change.

Employee voice is where employees can express their views, ideas and concerns to management, giving them a meaningful say in decisions that affect their working lives.

Employee voice is only effective if management genuinely listens and acts, as unaddressed feedback can increase frustration.

Employees who feel in control of their time are more likely to be genuinely productive when they are working.