2.4 Motivation and Demotivation

Day 1: Jigsaw - Motivational Theory Experts

Jigsaw

1. Taylor’s scientific management theory of motivation 

2. Maslow’s Hierarchy of Needs

3. Herzberg’s two factor theory (motivation-hygiene theory)

4. McClelland’s acquired needs theory​​​​

5. Deci and Ryan’s self-determination theory​​​​​

6. Equity and expectancy theory​​​​​​

Jigsaw - Step 1: Specialization (15 min.)

You must become “specialized” in your assigned Motivational Theory. 

1. What is the theory and for how can businesses use the theory?

2. In what ways do you agree and disagree with the theory?

3. Provide a real life example of how a business uses the motivational theory

4. No one leaves the group until everyone understands your motivational theory.

Jigsaw - Step 2: Sharing of the Wise (20 min)

Form new groups that has at least 1 “specialized person” of each motivational theory (must have at least one person from group 1, 2, 3, 4, 5, 6).

Please fill out the table: https://docs.google.com/document/d/1lsbgoeJKfNpF3gBw_-WD3Wydb3f7xEdw1fnqcRspbdA/edit?usp=sharing 

1. What is the theory and for how can businesses use the theory?

2. In what ways do you agree and disagree with the theory?

3. Provide a real life example of how a business uses the motivational theory

4. No one leaves the group until everyone understands your motivational theory.

Day 2: Motivation Case Studies:

Go back to your original groups from day 1. Now you will analyze a case study of a different motivational theory than your first. Choose one case study to answer. 

Case Study 1 (Taylor’s scientific management theory of motivation):

Auto manufacturing workers at a German factory have become increasingly frustrated with new production quotas instituted by plant leadership. The quotas require assembling a vehicle every 47 seconds with minimal break time in between. Workers say these expectations are unrealistic and put undue stress on employees who have to maintain such an intense pace. Morale has declined as the rigid targets do not allow flexibility if issues arise. This has also led to declining quality as workers feel rushed. The union is engaging in strike action to pressure leadership to make the quotas more adaptable based on daily conditions and allow longer rest periods to prevent fatigue.

or answer:

Mini Case Study 1: Taylor’s Scientific Management Theory

Company: Amazon

At Amazon's fulfillment centers, management has implemented rigorous efficiency measures to optimize the picking and packing processes. They extensively use time-and-motion studies to analyze how employees perform their tasks, aiming to minimize the time taken to fulfill customer orders. While the management believes this scientific approach will enhance productivity, many warehouse workers have reported feeling overworked and under constant surveillance. Some employees have expressed concerns about the monotonous nature of their tasks, leading to reduced job satisfaction and morale.

Questions for Students: How would you apply Taylor’s scientific management theory to address the concerns of the employees at Amazon’s fulfillment centers and improve overall productivity?

Case Study 2 (Maslow’s Hierarchy of Needs):

A large nonprofit organization providing housing and social services to at-risk communities has faced escalating challenges retaining frontline employees, especially social workers, during the COVID-19 pandemic. As demand for assistance dramatically increased due to loss of income, health issues and housing instability, employee workloads and stress levels intensified. This was exacerbated by a lack of additional compensation or wellness programs from leadership to support personal needs during the crisis. Burnout rose accordingly.

Voluntary turnover has increased within the social work department, with some employees citing needs that were not sufficiently met such as a work-life balance, healthcare coverage or mental health support.

or answer:

Mini Case Study 2: Maslow’s Hierarchy of Needs

Company: Starbucks

Starbucks has been known for its supportive work environment, offering benefits such as healthcare and tuition reimbursement to its employees, referred to as "partners." Despite these efforts, many baristas have reported feeling unfulfilled in their roles, citing a lack of opportunities for personal growth and recognition. The management team is aware that some entry-level employees feel their basic needs, such as job security and a sense of belonging, are not fully met, leading to high turnover rates.

Questions for Students: How can Maslow's Hierarchy of Needs be utilized by Starbucks to improve employee retention and satisfaction among its baristas?

Case Study 3 (Herzberg’s two factor theory (motivation-hygiene theory):

A leading manufacturer and retailer of high-tech home exercise machines and digital workouts had been encountering problems retaining frontline customer support staff. Agents handling client questions, returns, repairs and deliveries by phone reported feeling increasingly unhappy in their roles.

Past representatives described their daily duties as overly repetitive, spending most shifts troubleshooting the same technical glitches or ordering replacement parts. Over months and years, the narrowly-defined tasks became monotonous for many workers without sufficient variety.

Agents also voiced concerns about lack of career advancement supports from management. They saw few options to take on more stimulating work responsibilities or gain additional skills through training programs. Without chances for promotions, new leadership duties or pay increases that reward responsibility expansions over the long term, morale declined.

As frustrations accumulated, resignations multiplied within the customer service division. Many agents felt trapped in jobs low on motivation factors with scant prospects for professional or financial growth. Some left for rival exercise companies offering clearer career ladders and more engaging, changing work.

or answer:

Mini Case Study 3: Herzberg’s Two-Factor Theory

Company: Google

Google has long been regarded as a leader in employee satisfaction, providing various perks such as free meals, fitness centers, and flexible working arrangements. However, a recent employee survey revealed that while hygiene factors (like salary and benefits) were satisfactory, many employees expressed dissatisfaction with their job roles, feeling that they lacked opportunities for meaningful contributions and recognition. This disconnect has led to lower engagement levels among teams.

Questions for Students: Using Herzberg’s two-factor theory, what steps should Google take to enhance employee motivation and job satisfaction?

Case Study 4 (McClelland’s acquired needs theory​​​​​​​​​​):

At a prominent technology corporation, engineering employees are encouraged to move between project teams every few months to gain exposure to different work. However, some staff argue this rotation does not allow seeing initiatives through to completion or employing specialized skills continuously.

While seeking new experiences and skills is valued, some veteran engineers have expressed concerns privately that the frequent rotations make deeper contributions more challenging. Moving timelines do not always align with the natural pace of complex initiative planning and execution. Cross-functional projects tackling large-scale technical problems can span years from concept to finished product.

The engineers note that shorter assignments of only a few project do not permit sustained focus required to move projects through full development cycles. Continually starting anew on different tasks also limits satisfying intrinsic needs to see a vision materialized fully through perseverance and specialized knowledge over the long-term.

Some technical leads have proposed alternative models allowing voluntary extended assignments for highly skilled individuals committed to spearheading ambitious undertakings that could advance the industry but require dedicated leadership beyond 6 month periods. 

or answer:

Mini Case Study 4: McClelland’s Acquired Needs Theory

Company: Apple

At Apple, different employees exhibit various motivational drivers. Some team members thrive on achievement, constantly pushing for innovative product designs, while others are more focused on affiliation and collaboration within their teams. Recently, Apple’s management noticed that project teams were struggling to meet deadlines, as the tasks were not aligned with the individual motivations of team members. The management recognizes the need to better match tasks with the personal motivations of their workforce.

Questions for Students: How can McClelland’s acquired needs theory be applied at Apple to align project assignments with the motivational drivers of employees?

Case Study 5 (Deci and Ryan’s self-determination theory​​​​​):

A large school district instituted aggressive new standardized testing metrics for students purportedly to measure learning deficits during pandemic-disrupted education. Teachers reported immense pressures rose from narrowing instruction primarily to test preparation with little input allowed into curriculum. This exacerbated already high stress levels as teachers felt overburdened without autonomy.

Teachers reported immense pressure from administrators to strictly adhere to pacing schedules focused solely on test prep materials, with minimal flexibility allowed to incorporate enrichment lessons or hands-on learning projects. Instructors felt they had lost autonomy over shaping well-rounded curricula tailored to student interests and developmental needs.

The dramatically narrowed instructional model exacerbated already high stress levels, as teachers struggled to balance exhaustive testing protocols with the desire to cultivate critical thinking skills and intrinsic motivation for learning. 

or answer:

1. How much of your motivation in school comes intrinsically? 

2. How much of your motivation comes extrinsically?

3. If it wanted to use Deci and Ryan’s self-determination theory to increase motivation, how would your school need to change its own approaches to learning? Must comment on autonomy, competence, relatedness

or answer:

Mini Case Study 5: Deci and Ryan’s Self-Determination Theory

Company: Microsoft

Microsoft has implemented a flexible work policy that allows employees to choose their work hours and locations. Despite this autonomy, some employees feel disengaged and lack motivation, reporting that they do not feel a sense of competence in their roles nor a strong connection with their colleagues. The management is keen on fostering a more connected and competent workforce but is struggling to create an environment that emphasizes relatedness and competence.

Questions for Students: How can Deci and Ryan’s self-determination theory be utilized to enhance employee motivation and engagement at Microsoft?

Case Study 6 (Equity and expectancy theory):

SocialOne is a leading social media platform company. In previous years, the company provided elevated bonuses to its top sales performers who exceeded exceptionally high targets. However, the majority of sales reps only earned standard commissions.

Jane Smith had consistently been the #1 sales rep, earning over $300,000 annually due to bonuses on top of her high commissions. In contrast, Jason Brown worked equally as hard but only earned the $120,000 base commission amount without bonuses.

Now, SocialOne has implemented a new compensation plan for the upcoming year. While details are scarce, rumors indicate lucrative bonuses for top performers may be reduced or eliminated. The sales team questions whether individual performance will continue receiving equitable compensation. Doubts around fair rewards under the new system have increased turnover as reps like Jason wonder what incentives remain.

How can the sales team's motivation and commitment to SocialOne be sustained moving forward?

Should people be paid the same for the same work?

What’s a time when you felt like an outcome was unfair?

Or answer:

Mini Case Study 6: Equity and Expectancy Theory

Company: Coca-Cola

Coca-Cola recently changed its performance appraisal system, which has led to dissatisfaction among employees. Many feel that the new bonus structure does not adequately reflect their contributions compared to others in similar roles. Additionally, employees are beginning to question whether their hard work will lead to the rewards they expect, causing a decline in motivation and productivity across various departments.

Questions for Students: How can equity and expectancy theory be applied at Coca-Cola to address employee concerns and improve motivation?

Day 3: Labour Turnover & Appraisals

With reference to an organization of your choice, examine the reasons for labour turnover. 

High Turnover Costs Way More Than You Think (Article)

Examples of companies/industries if interested:

• Amazon

• Google

• Retail Industry

• Food Service Industry

• Big 4 Accounting Firms

Skit - Performance Appraisals! (Groups 3-4)

• Complete a skit of your assigned performance appraisal method 

• Must also show advantages and disadvantages of the performance appraisal method in your skit

Day 4: Recruitment Video

• Work in groups of 4 to 6 people 

• Write, record and edit a video on recruitment methods (or act it out)

• Comment on whether internal or external recruitment would be more appropriate

• Your finished product should be between 3 and 5 minutes

• The setting is for a replacement IB Business Management teacher at an international secondary (high) school

• The last frame of the video should be a question for the rest of the class.

• Share your video with the class!

Examples of Recruitment Video Assignments 

• Example 1: Recruitment video assignment

• Example 2: Recruitment student video 

Day 5: Rewards

1. Imagine that you are a barista at a café. Your main task every day is to make the coffee for customers. Your tasks are limited to making the coffee using the espresso machine or filters and to making sure the machine and your work area stays clean during the day. You are paid an hourly wage that is just a little above the minimum wage in your country.  (You may choose a different occupation if you prefer)

• Using the list of financial and non-financial rewards from this section, discuss with a partner how each reward might be used to improve your performance. Make sure to put the reward in the context of a barista in a cafe.

  • • Types of financial rewards

    • Types of non-financial rewards

2. (Extension activity) This section on non-financial rewards focuses on how an employer can use non-financial rewards to improve the motivation of employees. However, employees often have more power over designing their jobs than they think. Listen to the following two podcasts, which explain how.

• Finding Meaning At Work: How We Shape And Think About Our Jobs (50 minutes)

• Find Joy in Any Job: Why Am I Unhappy at Work? (24 minutes)

(Forbes Article) How to Meet Gen Z's Workplace Expectations

Read this article in Forbes magazine, which discusses the workplace expectations of Generation Z (Gen Z) employees. Gen Z consists of people who were born from the mid-1990s to early 2010s. That includes you!

• According to the article, which kinds of rewards discussed in this section might be most effective with Gen Z workers?

• Do you agree with the article’s description of workplace expectations of your generation? Why or why not?

Day 6: Training

Staff induction in IB World Schools

Consider five things that might be included in an IB World School's induction programme for new members of teaching staff at the school.

Off the job Training

Can you think of the additional costs for a school that sends its teachers to an IB Workshop for upskilling training?

Day 7: 2.4 Case Study Questions

Complete 1 of the following case studies:

10. The Azul Foundation (Azul) 

11. Nautilus Market Solutions (NMS) 

12. Price Cut

13. Traducate Inc. 

14. Tinker Creek Brewing Co. (TCB)

What you should know

By the end of this subtopic, you should be able to:

• define the following terms: (AO1)

  • labour turnover 

  • formative appraisal

  • summative appraisal

  • 360-degree feedback

  • self-appraisal

  • recruitment 

  • internal recruitment

  • external recruitment

  • financial rewards

  • salary

  • wages (time)

  • wages (piece work)

  • performance-related pay

  • profit-related pay 

  • employee share-ownership schemes 

  • fringe payments

  • non-financial rewards

  • job enrichment

  • job rotation

  • job enlargement

  • empowerment

  • purpose

  • teamwork

  • training

  • on-the-job training

  • off-the-job training

• discuss motivation theories, including those from Taylor, Maslow and Herzberg (AO3)

• discuss motivation theories, including McClelland’s acquired needs theory, Deci and Ryan’s self-determination theory, and equity and expectancy theory (HL) (AO3) 

• explain and calculate labour turnover (HL) (AO2, AO4)

• distinguish between formative and summative appraisal, 360-degree feedback, and self-appraisal (HL) (AO2)

• explain methods of recruitment (HL) (AO2)

• evaluate internal and external recruitment for a business (HL) (AO3) 

• analyse various types of financial and non-financial rewards (AO2)

• distinguish between induction, on-the-job training and off-the job-training (AO2)

https://quizlet.com/_cbvk1l?x=1qqt&i=4jrhob

https://www.gimkit.com/view/636ec17496882d00218fe939

360-degree appraisal

A type of appraisal system that provides feedback from a range of people who work with or interact with the appraisee, such as their line manager, co-workers, subordinates and even customers.

Acquired needs theory 

D. McClelland’s theory of motivation, based on three types of needs that must be satisfied in order to improve motivation: the need for achievement, power, and affiliation.

Appraisal

Also known as a performance review, this is the formal procedure of assessing the performance and effectiveness of an employee, in relation to his/her job description.

Commission

Type of financial payment system that rewards workers a certain percentage of the sales of each good or service that they are responsible for completing.

Differentiated piece rate

Financial payment system advocated by F.W. Taylor to reward workers based on the level of their output or productivity.

Division of labour

The process of splitting up different parts of a job or task and assigning different employees or teams to each particular part of the work. This helps to improve operational efficiency and output.

Employee share ownership scheme

Type of financial payment system that involves giving workers shares in the company they work for, either free of charge or at a discounted price.

Empowerment

The delegation of decision-making power to workers, granting them the autonomy and authority to be in charge of their own jobs and to execute their own ideas.

Equity theory

J.S. Adams’ theory of motivation suggests that people make social comparisons of fairness in the workplace (based on the ratio of their input (effort) to output (rewards).

Esteem needs

In Maslow’s hierarchy of needs, this refers to the desire of people to feel respected, having value and having self-respect.

Expectancy theory 

V. Vroom’s theory of motivation suggests people only put in the amount of effort to do a job or task if they expect their performance to be recognized and rewarded.

External recruitment

The approach or process of hiring people from outside the organization to fill job vacancies.

Formative appraisals

Type of appraisal that takes place on a continual basis in order to allow workers to improve their performance and effectiveness.

Fringe benefits

Also known as perks, these are financial benefits of a job in excess of the basic pay (wage or salary).

Gratuity pay

Financial reward for long-term service or for the completion of a fixed-term contract.

Hierarchy of needs

A. Maslow’s theory of motivation that people are motivated by different levels of needs: physiological, safety, social (love and beginning), esteem and self-actualization.

Hygiene factors

Also known as maintenance factors, these are the factors that F. Herzberg argued cause dissatisfaction in the workplace (rather than motivation), so must be addressed.

Induction training

Type of training intended for new employees in order to help them acclimatise with the people, policies, and processes of the organization.

Internal recruitment

The approach or process of hiring people who already work for the organization to fill a vacant post, e.g., internal promotion to a managerial post.

Job analysis

The process of examining what a particular job involves, thereby enabling the HR department to determine the roles, tasks, duties, responsibilities, and skills required to do the job.

Job description 

Document containing the particulars of a job, e.g., the job title, roles and responsibilities, and other duties.

Job enlargement

A type of non-financial motivation that takes place when more tasks or activities are added to a worker’s job description.

Job enrichment

Type of non-financial reward, involving enhancing the experiences of workers, giving workers a wide range of challenging tasks and more responsibility at work.

Job evaluation

An assessment of the value of a job in relation to other jobs in the organization, so that the remuneration and other rewards can be determined in an objective, transparent and fair manner.

Job rotation

Type of non-financial motivation that involves workers switching between jobs (tasks) for a period of time.

Job security

The assurance given to employees that they will keep their current job for the foreseeable future, usually stated in an employment contract.

Labour turnover 

The amount of people who leave an organization, expressed as a percentage of the workforce, per time period (usually one year).

Mentoring

The training process of pairing, or attaching, an employee (the trainee or mentee) with a more experienced colleague (the mentor) who acts as a coach, trainer, or advisor.

Motivation

The intrinsic desire to do something, which exists when workers do something because they actually want to, rather than because they have to.

Motivators

Also known as growth factors, these factors address the higher-level needs in Herzberg’s motivation theory and are based around the job itself, e.g., achievement, purpose, and responsibility.

Off the job training

Type of training led by external specialists and takes place away from the place of work.

On the job training

Type of training that takes place within the organization, so employees are performing tasks at the place of work.

Performance-related pay (PRP)

Type of financial payment system used to pay people a bonus for reaching or exceeding a set target.

Person specification

Document containing details of the attributes and qualities of the ideal person for a particular job, such as preferred qualifications, experiences, knowledge, skills, and personality.

Physiological needs

Also known as basic needs, these are the requirements for human survival in Maslow’s hierarchy of needs.

Piece rate payment

Financial reward system that pays workers based on their output or productivity, e.g., $8 per unit of output.

Productivity

Refers to the operational efficiency of employees by calculating levels of output per worker. The more motivated employees are, the more productive they will be.

Profit-related pay

Type of financial reward system which remunerates workers a certain percentage of the annual profits that the business earns.

Promotion

The career advancement of an employee in terms of their hierarchical ranking and professional responsibilities.

Purpose

An intrinsic, non-financial type of motivation involving people doing genuinely meaningful work, making a difference on a personal, professional or social level.

Recruitment

The process of hiring a suitable worker. This would typically involve a thorough job analysis in order to attract suitable candidates and then to selecting (hiring) the one(s) most suited to the job.

Recruitment process

A major and vital aspect of human resource management, this refers to the procedures involved in the hiring of the right employees, with the right aptitudes and attitudes.

Remuneration

The overall financial package of a person, e.g., salaries, commission, profit-related pay, performance-related pay, share ownership schemes, and fringe benefits.

Retention

The opposite of labour turnover, this measures the ability of an organization to keep its employees at the firm.

Safety needs

Also known as security needs, these are the requirements in Maslow’s hierarchy of needs that make people feel safe, such as job security.

Salary

Type of financial payment that rewards workers a fixed annual amount of money but paid in monthly instalments.

Scientific Management

F.W. Taylor’s theory of motivation, that people are, above all things, motivated by higher wages. Hence, there is one best way to motivate these employees.

Self-actualisation

This is the highest level of needs in Maslow’s hierarchy of needs, which occurs when people become the very best that they can be and fulfil their potential.

Self-appraisal

A type of appraisal system that involves the individual employee reflecting on and rating his/her own performance against the pre-agreed standards.

Self-determination theory

E. Deci and R. Ryan’s theory of motivation that suggests three key requirements to facilitate motivation in the workplace: autonomy, competence, and relatedness.

Summative appraisals

Type of appraisal conducted periodically or at the end of a task or project, so includes an element of making a judgement about whether the appraisee has passed the agreed standards.

Shortlisting

The process of employers selecting the most suitable applicants and inviting them for a job interview.

Social needs

Also known as love and belonging needs, this refers to the requirements in Maslow’s hierarchy of needs about being accepted by others.

Teamwork

A form of non-financial motivation, involving the combined efforts of a group of workers to achieve of an organizational goal.

Time-rate payment

Financial reward system that pays workers based on their time input in the production process, e.g., $10 per hour.

Training

The process of providing opportunities for employees to grow and develop by learning and acquiring employment-related skills, knowledge, and experiences.

Wages

Type of financial reward payment system based on time or output. Wages are paid as time rate (hours) or piece rate (output).

Critics of Maslow’s theory of motivation argue that people are not necessarily motivated in the same way, so the levels of needs do not apply to everyone in all contexts. 

For example, not everyone is motivated by job promotional opportunities even though these are associated with esteem needs. Some people prefer to work alone, rather than in team. For most people, it is probably unrealistic for them to ever reach self-actualization.

 Some will sacrifice basic needs, such as safety, for love and esteem. 

The percentage of workers leaving the business in a period of time.

Strong measure of how effectively the human resource division is being managed.

1. Job analysis

2. Job description

3. Person specification

4. Job evaluation

5. Job advertisement

6. Selection

1. Job analysis: What does that guy do anyway?

• Find details of skills, training, and tasks needed to do job. Ask others who have the same job, their supervisor, subordinates, etc.

2. Job description: Write it down!

• • Job title, main tasks, other duties, work times, performance criteria, info about working & social environment

3. Person specification: What kind of person would be good for this position? 

• Attributes? Qualities? Skills? Experience? Education/Knowledge? Personality? Qualifications?

4. Job evaluation: 

• How much value does this job give the company? 

• How much work is this? 

• How much compensation should this position get?

5. Job advertisement: Let people know!

• Externally: newspapers, employment agencies, websites, headhunters 

• Internally: internal recruitment (company emails, newsletters, posters)

6. Selection: Who should we choose?!

• Application: people apply for the job, send resume & cover letter

• Shortlisting applicants: Candidates most qualified based on experience, qualifications, and references are invited to the next step of the recrtuiment process (removoe unsuitable candidates)

• Interviewing: one or more people talk directly to the applicant, often with common questions, but sometimes more casual to assess who might be best fit the job

  • Most common interview questions: https://www.thebalance.com/top-job-interview-questions-and-answers-2061226 

• Testing: some jobs require certain knowledge, skills and attitudes that are tested 

  • Example: teacher asked to teach a lesson, actor reads a script, programmer given a problem to solve 

• Job Offer: You are the chosen one! Successful candidate is offered an employment contract 

  • Often includes: job title, start date, job role and description, working hours, payment, holiday and sick pay entitlement, pension entitlement, disciplinary procedures, grievance procedures, notice requirements for termination for both employer and employee, and the signature of both parties.

Recruitment from staff within the company

Recruitment from outside the company. 

Often through recruitment agencies, head hunters, online recruitment platforms, and government agencies.

Improving motivation through improved job design. Might involve increasing variety and autonomy in the employee’s work, creating more meaning around the work, or strengthening collaboration and relationships in the work.

• Give workers a wide range of challenging tasks and responsibilities

• Employees’ jobs are redesigned to be more complex

• More training and workers get more decision making

• Wider variety of tasks which need new skills

• Workers switch between jobs (tasks) for a period of time

• Spread range of skills and expertise within the business

• Variety makes job less monotonous and repetitive

Example: Supermarket employee

• Cashier for a few hours →  switch to stack shelves →  working in bakery

• This is when additional tasks are added to an employee’s job description. 

• These additional tasks are usually on the same level as the employee’s current skill set. 

• Job enlargement involves added responsibilities, but not necessarily more complex responsibilities. 

• Job enlargement can be motivating because it increases the variety in the employee’s work.

Employee is given greater responsibility to make decisions in the workplace and to choose how to perform their job.

• Autonomy and authority to be in charge of their own jobs

• Make their own decisions and use own ideas

• More responsibility and independence

• Helps boost morale

• Increased motivation from increased autonomy

• Must have trust in employees

• Senior managers can focus more on strategic planning

• Continuous professional development, training, and learning activities help make employees more capable

Training for new employees when they first start their work in the organisation.

• Helps them acclimatise with the people, policies and processes of the organization. 

• Might include a tour of the campus, meeting key personnel in the organization, and a series of induction sessions to get accustomed with work practices and expectations in the business. 

• Induction can also be used to support colleagues who take on a new role within the organization, such as an internal promotion.