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Motivation in PracticeNon-Monetary Methods

PEOPLEMOTIVATION AND LEADERSHIP

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An Introduction

Financial rewards often

used to motivateemployees and improve

productivity.

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An Introduction

Breaks, holidays.

Job security. Safe, healthy working environment. Friendly colleagues, superiors,

subordinates. Interesting, stimulating tasks.

Other factors are important, such as:

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An Introduction

ecognition for effort, achievement.

!hance to take responsibility,chance of promotion

Independence

"pportunities to show how good youare

Other factors are important:

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An Introduction

#igh degree of specialisation to

ma$imise productivity.

Expansion of mass production

systems led to:

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An Introduction

become e$perts in performing

tasks.

be %uicker and & or to

generate less wastage.

Specialisation enables

employees to:

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An Introduction

Becomes boring and

repetitive.

Can lead to employees losin

interest! as "ob:

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An Introduction

increased absenteeism, highlabour turnover.

lower productivity, poor%uality work.

Can lead to:

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An Introduction

redesigning 'obs to make themmore challenging&fulfilling.

giving people more freedom over

aspects of their work. allowing people to work in teams.

Methods to increase "ob

satisfaction involve:

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Definition

#ob Enlarement

Providing staff with moretasks of same / similar

nature.

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Ep!anation

#ob Enlarement

(mployee given severaldifferent tasks to do all

re%uiring similar level of skill.

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Potentia! a"#anta$es an" "isa"#anta$es

Providing some variation of tasks may

help to:

reduce potential boredom from 'ust

concentrating on one task, increasing

'ob satisfaction and productivity. Increase efficiency ) workers being

able to fill in for absentees.

#ob Enlarement

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Potentia! a"#anta$es an" "isa"#anta$es

*ay also re%uire much less training

than 'ob enrichment. However it may:

not motivate those who would prefer

e$tra responsibility rather than more

tasks of the same nature. still lead to claims for additional pay.

#ob Enlarement

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Potentia! a"#anta$es an" "isa"#anta$es

*ay also re%uire much less training

than 'ob enrichment. However it may:

result in a fall in productivity as

employees find it harder to

concentrate on several activitiesrather than one, and & or switch

between tasks.

#ob Enlarement

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Definition

#ob Enrichment

Providing employees with

more challenging tasks and /or greater responsibility and

ultimately opportunities to

demonstrate their abilities.

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Ep!anation

#ob Enrichment

!ay include allowing employee

on production line to: plan their work. order materials. supervise others. carry out routine maintenance.

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Potentia! a"#anta$es an" "isa"#anta$es

A"#anta$es Disa"#anta$es

#ob Enrichment

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Potentia! a"#anta$es an" "isa"#anta$es

A"#anta$es Disa"#anta$es

%reater &o' satisfactionfor

individual employees.

#ob Enrichment

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A"#anta$es Disa"#anta$es

Ma( not suit a!! some notwilling & have the ability.

Trainin$ costs)

Increase" pa()

#ob Enrichment

Potentia! a"#anta$es an" "isa"#anta$es

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Definition

#ob $otation

Providing employees with "obvariety by changing their "ob

or tasks at various intervals

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Ep!anation

#ob $otation

#ype of "ob enlargement. !ay

include moving an employee:

from one part of production line

to carry out different task.

to a new department, eg financeto personnel.

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Potentia! a"#anta$es an" "isa"#anta$es

#ob $otation

Similar to "ob enlargement $

providing some variety may:

reduce potential boredom fromconcentrating on one task, increasing

'ob satisfaction and productivity.

Increase efficiency with workers easilybeing able to fill in for others in the

case of absentees.

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Potentia! a"#anta$es an" "isa"#anta$es

#ob $otation

*ay also re%uire much less training

than 'ob enrichment. However it

may:

not motivate those who would prefer

e$tra responsibility rather than moretasks of the same nature. still lead to claims for additional pay.

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Potentia! a"#anta$es an" "isa"#anta$es

#ob $otation

*ay also re%uire much less training

than 'ob enrichment. However it

may:

-lso result in a fall in output as

employees learn new 'obs and taketime to settle in when switching

between 'obs & tasks.

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Definition

%eam &or'in

%here the production or

provision of a service isorganised into working groups

instead of individual employees

specialising in individual tasks.

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Ep!anation

%eam &or'in

+roups of employees responsible for a

particular department, product or

process, are allowed to decide how workis to be divided & controlled in terms of

speed & pace, including timing of breaks.

inked with *ayo/s ideas re0 social

needs of individuals.

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Potentia! a"#anta$es an" "isa"#anta$es

A"#anta$es Disa"#anta$es

%eam &or'in

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A"#anta$es Disa"#anta$es

Better decision making andincreased productivity.

+reater innovation & willingness to

take risks. ess disruption to the workplace, eg

if fle$ible workers.

%eam &or'in

Potentia! a"#anta$es an" "isa"#anta$es

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A"#anta$es Disa"#anta$es

+reater scope for conflict.

%eam &or'in

Potentia! a"#anta$es an" "isa"#anta$es

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Definition

Participation

#he "oint involvement of

management and employees in!aking decisions on matters of

mutual concern.

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Le#e!s of Participation

Participation

Information sharin$)

Schoo! counci!) *or+er "irectors) *or+er counci!s)

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Potentia! A"#anta$es an" Disa"#anta$es

A"#anta$es Disa"#anta$es

Participation

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A"#anta$es Disa"#anta$es

&mployees feel more valued and

fulfilled:

Potentia! a"#anta$es an" "isa"#anta$es

1ositive relationships between

management 2 employees

Improved motivation and

performance.

Participation

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A"#anta$es Disa"#anta$es

3ecisions taken more slowly.

+reater potential for conflict.

Potentia! a"#anta$es an" "isa"#anta$es

Participation

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Manaement by (b"ectives )M*(+

*anagement by ob'ectives

involves e#er(employee having

targets to achieve, derived from

aims&ob'ectives of the business.

Definition

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e( -enefits

1rovides unity and direction.

1rovides motivation.

Manaement by (b"ectives )M*(+

Purpose

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,eleation

#he act of giving duties and / or

the responsibility and authority fordecision making to subordinates

'workers below you(.

Definition . Ep!anation

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Princip!es of %oo" De!e$ation

+reat deal of trust 4illingness of managers to

delegate responsibility.

,eleation

e%uires0

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Frees up top management time to

focus on ma'or issues.

(mployees feel valued & trusted. ower supervision costs.

,eleation

Potentia! A"#anta$es an" Disa"#anta$es

Some workers, however, not willing &

have the ability. 5raining to ensure