{"id":3058,"date":"2025-09-08T10:16:17","date_gmt":"2025-09-08T10:16:17","guid":{"rendered":"https:\/\/acmeitsolutions.net\/ibcognito\/?post_type=notes&p=3058"},"modified":"2025-09-08T10:16:19","modified_gmt":"2025-09-08T10:16:19","slug":"unit-2-4-motivation-and-demotivation","status":"publish","type":"notes","link":"https:\/\/acmeitsolutions.net\/ibcognito\/notes\/unit-2-4-motivation-and-demotivation\/","title":{"rendered":"Unit 2.4-\u00a0Motivation and Demotivation"},"content":{"rendered":"\n

What is Motivation?<\/strong><\/strong><\/h2>\n\n\n\n
    \n
  • Motivation<\/strong>\u00a0is the desire, effort, and passion to achieve something. It’s the willingness to complete tasks with purpose.<\/li>\n\n\n\n
  • Businesses see employees as valuable assets and seek to motivate them for maximum job satisfaction, morale, and productivity.<\/li>\n\n\n\n
  • Motivation theory helps managers understand what motivates people to achieve organizational objectives.<\/li>\n<\/ul>\n\n\n\n
    <\/div>\n\n\n\n

    F. W Taylor\u2019s Systemic Management Theory<\/strong><\/strong><\/h2>\n\n\n\n
      \n
    • Frederick Winslow Taylor’s theory focused on improving productivity through scientific methods. He emphasized:<\/li>\n\n\n\n
    • Financial motivation:<\/strong>\u00a0Rewarding workers based on output.<\/li>\n\n\n\n
    • Task specialization:<\/strong>\u00a0Dividing tasks and assigning them to specific workers.<\/li>\n\n\n\n
    • Managerial control:<\/strong>\u00a0Managers plan, direct, and control all aspects of work.<\/li>\n\n\n\n
    • While influential, Taylor’s theory has been criticized for its narrow focus on financial motivation and potential for demotivation.<\/li>\n<\/ul>\n\n\n\n
      <\/div>\n\n\n\n

      Maslow\u2019s Hierarchy<\/strong><\/strong><\/h2>\n\n\n\n
        \n
      • Abraham Maslow’s theory focused on the psychological needs of workers, suggesting that people are motivated by more than just pay. He proposed a hierarchy of needs:<\/li>\n\n\n\n
      • Physiological needs:<\/strong>\u00a0Basic necessities like food, water, shelter, and sleep.<\/li>\n\n\n\n
      • Safety needs:<\/strong>\u00a0Security, stability, and protection from harm.<\/li>\n\n\n\n
      • Love and belonging needs:<\/strong>\u00a0Social acceptance and connection.<\/li>\n\n\n\n
      • Esteem needs:<\/strong>\u00a0Recognition, respect, and a sense of accomplishment.<\/li>\n\n\n\n
      • Self-actualization:<\/strong>\u00a0Reaching one’s full potential.<\/li>\n\n\n\n
      • Criticisms of Maslow’s Theory:<\/strong><\/li>\n\n\n\n
      • Difficulty measuring needs:<\/strong>\u00a0Quantifying psychological needs is challenging.<\/li>\n\n\n\n
      • Assumed order of needs:<\/strong>\u00a0Not everyone follows the same order.<\/li>\n\n\n\n
      • No explanation for post-self-actualization motivation:<\/strong>\u00a0What drives individuals after achieving self-actualization?<\/li>\n<\/ul>\n\n\n\n
        <\/div>\n\n\n\n

        Herzberg\u2019s Two Factor Theory<\/strong><\/strong><\/h2>\n\n\n\n
          \n
        • Herzberg’s theory focused on understanding the factors that cause satisfaction and dissatisfaction at work. He identified two categories:<\/li>\n\n\n\n
        • Hygiene factors:<\/strong>\u00a0Factors that prevent dissatisfaction but don’t motivate. Examples include pay, working conditions, job security.<\/li>\n\n\n\n
        • Motivators:<\/strong>\u00a0Factors that lead to satisfaction and performance. Examples include achievement, recognition, responsibility, advancement.<\/li>\n\n\n\n
        • Herzberg argued that hygiene factors must be met to avoid dissatisfaction, while motivators are crucial for increasing satisfaction. He advocated for job enlargement, enrichment, and empowerment to improve motivation.<\/li>\n<\/ul>\n\n\n\n
          <\/div>\n\n\n\n

          Criticisms of Herzberg’s Theory:<\/strong><\/p>\n\n\n\n

            \n
          • Limited applicability:<\/strong>\u00a0May not apply to all occupations, especially low-skilled or low-paid jobs.<\/li>\n\n\n\n
          • Individual differences:<\/strong>\u00a0What motivates one person may not motivate another.<\/li>\n\n\n\n
          • Changing motivations:<\/strong>\u00a0People’s motivations can change over time.<\/li>\n\n\n\n
          • Herzberg’s theory provided a new perspective on workplace motivation, emphasizing the importance of both hygiene factors and motivators. However, it’s important to consider its limitations and recognize that individual motivations can vary.<\/li>\n<\/ul>\n\n\n\n
            <\/div>\n\n\n\n

            Mc-Cleland Acquired Needs Theory (HL Only)<\/strong><\/strong><\/h2>\n\n\n\n
              \n
            • McClelland’s theory focused on understanding how people’s needs influence their motivation. He identified three key needs:<\/li>\n\n\n\n
            • Need for Achievement (n-Ach):<\/strong>\u00a0Moderate risk-taking, personal success, self-reflection.<\/li>\n\n\n\n
            • Need for Power (n-Pow):<\/strong>\u00a0Desire to influence others, institutional or personal power.<\/li>\n\n\n\n
            • Need for Affiliation (n-Aff):<\/strong>\u00a0Strong social relationships, avoids conflict, teamwork.<\/li>\n<\/ul>\n\n\n\n

              McClelland believed that these needs vary in intensity among individuals and can be influenced by parental, cultural, and educational factors. Managers can use this understanding to allocate jobs and tasks that align with employees’ needs, boosting motivation and productivity.<\/p>\n\n\n\n

              <\/p>\n\n\n\n

              <\/div>\n\n\n\n

              Deci and Ryan\u2019s Self Determination Theory (HL Only)<\/strong><\/strong><\/h2>\n\n\n\n

              SDT focuses on understanding what motivates people and emphasizes the importance of intrinsic motivation. Deci and Ryan identified three core requirements for facilitating growth:<\/p>\n\n\n\n

                \n
              1. Autonomy:<\/strong>\u00a0Control over one’s actions, leading to a sense of integrity.<\/li>\n\n\n\n
              2. Competence:<\/strong>\u00a0Feeling confident and effective, leading to a sense of mastery.<\/li>\n\n\n\n
              3. Relatedness:<\/strong>\u00a0Meaningful connections with others, leading to a sense of belonging.<\/li>\n<\/ol>\n\n\n\n

                SDT suggests that these needs are essential for intrinsic motivation, which leads to engagement, fulfillment, and value. It can help employers develop and engage their workforce and individuals to achieve professional success.<\/p>\n\n\n\n

                <\/div>\n\n\n\n

                Key Points<\/strong><\/p>\n\n\n\n

                  \n
                • Intrinsic motivation:<\/strong>\u00a0Internal drive, not external rewards.<\/li>\n\n\n\n
                • Three core requirements:<\/strong>\u00a0Autonomy, competence, relatedness.<\/li>\n\n\n\n
                • Positive impact:<\/strong>\u00a0Personal and professional growth, engagement, fulfillment.<\/li>\n\n\n\n
                • Workplace implications:<\/strong>\u00a0Developing and engaging employees.<\/li>\n<\/ul>\n\n\n\n
                  <\/div>\n\n\n\n

                  Equity and Expectancy Theory<\/strong><\/strong><\/h2>\n\n\n\n
                    \n
                  • Equity Theory<\/strong>\u00a0(Adams, 1963) states that employees compare their inputs (efforts, contributions) to their outputs (rewards) with those of others. They are motivated when they perceive a fair balance between their inputs and outputs compared to their peers.<\/li>\n<\/ul>\n\n\n\n
                    <\/div>\n\n\n\n

                    Key points:<\/strong><\/p>\n\n\n\n

                      \n
                    • Equity norm:<\/strong>\u00a0Employees expect fair treatment based on their contributions.<\/li>\n\n\n\n
                    • Social comparison:<\/strong>\u00a0Employees compare themselves to peers.<\/li>\n\n\n\n
                    • Inequity:<\/strong>\u00a0Perceived unfairness can demotivate employees.<\/li>\n\n\n\n
                    • Cognitive distortion:<\/strong>\u00a0Employees may adjust their inputs or outputs to achieve perceived equity.<\/li>\n\n\n\n
                    • Expectancy Theory<\/strong>\u00a0(Vroom, 1964) suggests that employees are motivated when they believe their efforts will lead to good performance, which will result in desired outcomes.<\/li>\n<\/ul>\n\n\n\n
                      <\/div>\n\n\n\n

                      Key points:<\/strong><\/p>\n\n\n\n

                        \n
                      • Expectancy:<\/strong>\u00a0Belief that effort leads to performance.<\/li>\n\n\n\n
                      • Instrumentality:<\/strong>\u00a0Belief that performance leads to rewards.<\/li>\n\n\n\n
                      • Valence:<\/strong>\u00a0Value placed on rewards.<\/li>\n\n\n\n
                      • Motivation:<\/strong>\u00a0Product of expectancy, instrumentality, and valence.<\/li>\n\n\n\n
                      • Both theories emphasize the importance of perceived fairness and the relationship between effort, performance, and rewards in motivating employees.<\/li>\n<\/ul>\n\n\n\n
                        <\/div>\n\n\n\n

                        Labour Turnover<\/strong><\/h2>\n\n\n\n
                          \n
                        • Labour turnover measures the percentage of employees leaving an organization within a specific period, usually a year. It’s calculated by dividing the number of staff leaving by the total number of staff.<\/li>\n\n\n\n
                        • Reasons for Labour Turnover:<\/strong><\/li>\n\n\n\n
                        • CLAMPS:<\/strong>\u00a0Challenge, Location, Advancement, Money, Pride, Security.<\/li>\n\n\n\n
                        • Demotivation or dissatisfaction.<\/strong><\/li>\n\n\n\n
                        • Impact of High Labour Turnover:<\/strong><\/li>\n\n\n\n
                        • Increased costs:<\/strong>\u00a0Recruitment, training, lost productivity.<\/li>\n\n\n\n
                        • Negative perception:<\/strong>\u00a0Suggests incompetence or dissatisfaction among staff.<\/li>\n\n\n\n
                        • Costly:<\/strong>\u00a0Can exceed \u00a330,000 per employee in the UK.<\/li>\n\n\n\n
                        • Factors Affecting Labour Turnover:<\/strong><\/li>\n\n\n\n
                        • Organization type:<\/strong>\u00a0Businesses with part-time or temporary staff often have higher turnover.<\/li>\n\n\n\n
                        • Motivation and culture:<\/strong>\u00a0Motivated and valued employees are more likely to stay.<\/li>\n\n\n\n
                        • Benefits of Low Labour Turnover (Staff Retention):<\/strong><\/li>\n\n\n\n
                        • Continuity:<\/strong>\u00a0Reduces disruption and adjustment time for new employees.<\/li>\n\n\n\n
                        • Cost savings:<\/strong>\u00a0Avoids recruitment and training costs.<\/li>\n\n\n\n
                        • Increased productivity:<\/strong>\u00a0Experienced staff are more efficient.<\/li>\n\n\n\n
                        • Employee loyalty:<\/strong>\u00a0Fosters a positive work environment.<\/li>\n<\/ul>\n\n\n\n
                          <\/div>\n\n\n\n

                          What is an Appraisal?<\/strong><\/h2>\n\n\n\n
                            \n
                          • Appraisals are formal assessments of an employee’s performance against their job description.<\/li>\n\n\n\n
                          • They typically occur annually or quarterly and involve discussions between the employee and a more senior manager.<\/li>\n\n\n\n
                          • Benefits of Appraisals:<\/strong><\/li>\n\n\n\n
                          • Professional development:<\/strong>\u00a0Provides opportunities for discussion, feedback, and growth.<\/li>\n\n\n\n
                          • Two-way communication:<\/strong>\u00a0Allows employees to share concerns, training needs, and aspirations.<\/li>\n\n\n\n
                          • Performance enhancement:<\/strong>\u00a0Supports employees in improving their performance.<\/li>\n<\/ul>\n\n\n\n
                            <\/div>\n\n\n\n

                            Advantages and Disadvantages of Appraisals<\/strong><\/strong><\/p>\n\n\n\n

                              \n
                            • Advantages of Appraisals<\/strong><\/li>\n\n\n\n
                            • Setting targets:<\/strong>\u00a0Leads to positive changes and professional development.<\/li>\n\n\n\n
                            • Recognition:<\/strong>\u00a0Allows managers to praise employees objectively.<\/li>\n\n\n\n
                            • Feedback:<\/strong>\u00a0Provides constructive feedback for improvement.<\/li>\n\n\n\n
                            • Employee input:<\/strong>\u00a0Valuable feedback from employees helps the organization adapt and improve.<\/li>\n\n\n\n
                            • Disadvantages of Appraisals<\/strong><\/li>\n\n\n\n
                            • Time-consuming:<\/strong>\u00a0Can be costly to conduct properly.<\/li>\n\n\n\n
                            • Subjectivity:<\/strong>\u00a0Perceptions and relationships can influence feedback.<\/li>\n\n\n\n
                            • Offense:<\/strong>\u00a0Employees may be offended by feedback on weaknesses.<\/li>\n\n\n\n
                            • Lack of skills:<\/strong>\u00a0Appraisers may lack the necessary skills or confidence.<\/li>\n<\/ul>\n\n\n\n
                              <\/div>\n\n\n\n

                              Formative Appraisal<\/strong><\/h2>\n\n\n\n
                                \n
                              • Formative appraisal is an ongoing process that uses data and evidence to inform employees about how to improve their work practices. It’s a performance management tool that encourages employees to reflect on their contributions and seek feedback.<\/li>\n\n\n\n
                              • Key features:<\/strong><\/li>\n\n\n\n
                              • Planned and ongoing:<\/strong>\u00a0Continuously monitors and provides feedback.<\/li>\n\n\n\n
                              • Informative:<\/strong>\u00a0Provides data and evidence to guide improvement.<\/li>\n\n\n\n
                              • Performance management:<\/strong>\u00a0Encourages employee reflection and development.<\/li>\n<\/ul>\n\n\n\n
                                <\/div>\n\n\n\n

                                Summative Appraisal<\/strong><\/h2>\n\n\n\n
                                  \n
                                • A summative appraisal is a written evaluation of an employee’s performance over a specific period, typically a year. It summarizes achievements, provides recommendations for improvement, and is used to hold employees accountable for their work.<\/li>\n<\/ul>\n\n\n\n
                                  <\/div>\n\n\n\n

                                  Key features:<\/strong><\/p>\n\n\n\n

                                    \n
                                  • Written description:<\/strong>\u00a0Summarizes performance and achievements.<\/li>\n\n\n\n
                                  • Recommendations:<\/strong>\u00a0Provides targets for improvement.<\/li>\n\n\n\n
                                  • Accountability:<\/strong>\u00a0Holds employees accountable for their work.<\/li>\n\n\n\n
                                  • Evaluation:<\/strong>\u00a0Compares performance to predetermined standards.<\/li>\n<\/ul>\n\n\n\n
                                    <\/div>\n\n\n\n

                                    360 Degree Appraisals<\/strong><\/strong><\/h2>\n\n\n\n
                                      \n
                                    • 360-degree appraisals collect feedback on an employee’s performance from multiple stakeholders, including peers, subordinates, managers, and external parties. This method is often used for appraising managers to provide comprehensive feedback for improvement.<\/li>\n<\/ul>\n\n\n\n
                                      <\/div>\n\n\n\n

                                      Advantages:<\/strong><\/p>\n\n\n\n

                                        \n
                                      • Comprehensive feedback:<\/strong>\u00a0Provides insights from various perspectives.<\/li>\n\n\n\n
                                      • Improved performance:<\/strong>\u00a0Can help managers identify areas for development.<\/li>\n\n\n\n
                                      • Disadvantages:<\/strong><\/li>\n\n\n\n
                                      • Relies on opinions:<\/strong>\u00a0May not always be based on factual evidence.<\/li>\n\n\n\n
                                      • Not suitable for all businesses:<\/strong>\u00a0May not be appropriate in all organizational cultures.<\/li>\n\n\n\n
                                      • Key considerations:<\/strong><\/li>\n\n\n\n
                                      • Method selection:<\/strong>\u00a0The specific method used is less important than the value of the information provided.<\/li>\n\n\n\n
                                      • Cultural factors:<\/strong>\u00a0Group norms and sub-cultures can influence the appropriateness of 360-degree appraisals.<\/li>\n<\/ul>\n\n\n\n
                                        <\/div>\n\n\n\n

                                        Self-Appraisal<\/strong><\/strong><\/h2>\n\n\n\n

                                        Self-appraisal involves employees evaluating their own performance based on predetermined criteria. It requires honesty about strengths and weaknesses and setting realistic improvement goals.<\/p>\n\n\n\n

                                        <\/div>\n\n\n\n
                                          \n
                                        • Key features:<\/strong><\/li>\n\n\n\n
                                        • Self-evaluation:<\/strong>\u00a0Employees assess their own performance.<\/li>\n\n\n\n
                                        • Honesty:<\/strong>\u00a0Requires honest assessment of strengths and weaknesses.<\/li>\n\n\n\n
                                        • Goal setting:<\/strong>\u00a0Sets realistic targets for improvement.<\/li>\n\n\n\n
                                        • Comparison:<\/strong>\u00a0Often compared to the manager’s assessment for objectivity.<\/li>\n<\/ul>\n\n\n\n
                                          <\/div>\n\n\n\n

                                          Financial Rewards<\/strong><\/strong><\/h2>\n\n\n\n
                                            \n
                                          • Salary:<\/strong>\u00a0Fixed annual payment, easy for budgeting but doesn’t incentivize exceeding expectations.<\/li>\n\n\n\n
                                          • Wages:<\/strong>\u00a0Payment based on time (hourly, daily, weekly) or output (piece rate). Can create disincentive to work harder if pay is based solely on time.<\/li>\n\n\n\n
                                          • Commission:<\/strong>\u00a0Percentage of sales or output earned, motivating higher productivity but potentially sacrificing quality for quantity.<\/li>\n\n\n\n
                                          • Performance-related Pay (PRP):<\/strong>\u00a0Bonuses or pay raises based on achieving predetermined goals. Encourages good performance but can be stressful and have limitations depending on the profession.<\/li>\n\n\n\n
                                          • Profit-related Pay:<\/strong>\u00a0Bonuses tied to company profits, fostering teamwork but the bonus amount might be insignificant.<\/li>\n\n\n\n
                                          • Employee Share Ownership Schemes:<\/strong>\u00a0Grants employees company shares, aligning their interests with the company’s success. However, it may not be practical for all businesses.<\/li>\n\n\n\n
                                          • Fringe Benefits:<\/strong>\u00a0Additional financial perks beyond salary\/wages (health insurance, gym memberships, etc.) that improve employee well-being and loyalty but can be costly for businesses.<\/li>\n<\/ul>\n\n\n\n
                                            <\/div>\n\n\n\n

                                            Non-Financial Rewards<\/strong><\/strong><\/h2>\n\n\n\n
                                              \n
                                            • Job Enrichment:<\/strong>\u00a0Makes jobs more challenging and interesting, increasing employee responsibility and growth. However, it requires training and can lead to stress if not implemented correctly.<\/li>\n\n\n\n
                                            • Job Rotation:<\/strong>\u00a0Employees perform different tasks at the same level, reducing boredom and increasing skillset. Drawbacks include training costs and the perception of just adding workload.<\/li>\n\n\n\n
                                            • Job Enlargement:<\/strong>\u00a0Broadens the tasks an employee performs within the same role, reducing monotony. However, employees might see this as more work for the same pay and lose motivation.<\/li>\n\n\n\n
                                            • Empowerment:<\/strong>\u00a0Gives employees authority and control over their work, boosting initiative and pride. Requires careful delegation with the right skills and resources provided by managers.<\/li>\n\n\n\n
                                            • Purpose:<\/strong>\u00a0Employees are motivated by the opportunity to make a difference in the world. This aligns with jobs like social work or healthcare.<\/li>\n\n\n\n
                                            • Teamwork:<\/strong>\u00a0Working with colleagues fosters a sense of belonging, reduces boredom, and improves overall productivity and flexibility.<\/li>\n<\/ul>\n\n\n\n
                                              <\/div>\n\n\n\n

                                              What is Training?<\/strong><\/h2>\n\n\n\n
                                                \n
                                              • Training is the process of providing employees with opportunities to learn and acquire job-related skills and knowledge.<\/li>\n\n\n\n
                                              • The amount and type of training vary depending on the job.<\/li>\n\n\n\n
                                              • Some professions, like legal and medical, require ongoing training, while others, like low-skilled machine operators, may only need basic training.<\/li>\n\n\n\n
                                              • Training is considered a valuable investment in an organization’s most valuable asset: its employees.<\/li>\n<\/ul>\n\n\n\n
                                                <\/div>\n\n\n\n

                                                Objectives of Training<\/strong><\/h2>\n\n\n\n
                                                  \n
                                                • To enhance the efficiency and productivity of employees.<\/li>\n\n\n\n
                                                • To improve the quality of work of employees, including the quality of customer service.<\/li>\n\n\n\n
                                                • To develop a more multi-skilled, dynamic, and creative workforce. To facilitate the personal and professional development of employees.<\/li>\n\n\n\n
                                                • To help employees adapt to change (including organizational, technological, social, and legal changes).<\/li>\n<\/ul>\n\n\n\n
                                                  <\/div>\n\n\n\n

                                                  Benefits of Training<\/strong><\/p>\n\n\n\n

                                                    \n
                                                  • Improved performance:<\/strong>\u00a0More skilled and flexible workforce leads to better outcomes.<\/li>\n\n\n\n
                                                  • Reduced waste:<\/strong>\u00a0Less rework due to errors.<\/li>\n\n\n\n
                                                  • Lower costs:<\/strong>\u00a0Increased efficiency and productivity.<\/li>\n\n\n\n
                                                  • Higher morale:<\/strong>\u00a0Employees feel valued and confident, leading to reduced absenteeism and turnover.<\/li>\n\n\n\n
                                                  • Promotion opportunities:<\/strong>\u00a0Skilled employees are more likely to be promoted.<\/li>\n\n\n\n
                                                  • Improved quality:<\/strong>\u00a0Increased confidence and competence lead to better output.<\/li>\n<\/ul>\n\n\n\n
                                                    <\/div>\n\n\n\n

                                                    Drawbacks<\/strong><\/strong><\/p>\n\n\n\n

                                                      \n
                                                    • Financial costs:<\/strong>\u00a0Course fees, lost productivity during training.<\/li>\n\n\n\n
                                                    • Time-consuming:<\/strong>\u00a0Planning and implementation can be time-intensive.<\/li>\n\n\n\n
                                                    • No guarantee of retention:<\/strong>\u00a0Employees may leave after being trained.<\/li>\n<\/ul>\n\n\n\n
                                                      <\/div>\n\n\n\n

                                                      Induction Training<\/strong><\/strong><\/h2>\n\n\n\n

                                                      Induction training is a program designed to introduce new employees to the organization and help them settle into their new roles. It covers topics like:<\/p>\n\n\n\n

                                                        \n
                                                      • Organizational culture:<\/strong>\u00a0Helps new hires understand the company’s values and norms.<\/li>\n\n\n\n
                                                      • Job role and responsibilities:<\/strong>\u00a0Clarifies expectations and duties.<\/li>\n\n\n\n
                                                      • Procedures and policies:<\/strong>\u00a0Familiarizes employees with company rules and practices.<\/li>\n\n\n\n
                                                      • Integration:<\/strong>\u00a0Helps new employees feel welcome and supported.<\/li>\n\n\n\n
                                                      • Benefits of Induction Training:<\/strong><\/li>\n\n\n\n
                                                      • Clarity and expectations:<\/strong>\u00a0Establishes clear expectations and work habits.<\/li>\n\n\n\n
                                                      • Cultural understanding:<\/strong>\u00a0Helps new hires understand the company culture.<\/li>\n\n\n\n
                                                      • Quick integration:<\/strong>\u00a0Enables new employees to contribute sooner.<\/li>\n\n\n\n
                                                      • Boosted morale:<\/strong>\u00a0Makes new employees feel welcome and confident.<\/li>\n<\/ul>\n\n\n\n
                                                        <\/div>\n\n\n\n

                                                        Off-The-Job Training<\/strong><\/h2>\n\n\n\n

                                                        Off-the-job training takes place outside the workplace, often at specialized venues. It’s used for skills that aren’t available in-house or for broader development.<\/p>\n\n\n\n

                                                        Common Types:<\/strong><\/p>\n\n\n\n

                                                          \n
                                                        • Specialized skills:<\/strong>\u00a0First aid, team-building, leadership.<\/li>\n\n\n\n
                                                        • External experts:<\/strong>\u00a0Trainers with specific expertise.<\/li>\n\n\n\n
                                                        • Day-release:<\/strong>\u00a0Employees attend training during work hours.<\/li>\n\n\n\n
                                                        • Evening classes:<\/strong>\u00a0Employees attend training after work.<\/li>\n<\/ul>\n\n\n\n
                                                          <\/div>\n\n\n\n

                                                          Benefits:<\/strong><\/p>\n\n\n\n

                                                            \n
                                                          • Access to specialized expertise:<\/strong>\u00a0External trainers provide specialized knowledge.<\/li>\n\n\n\n
                                                          • Wider range of courses:<\/strong>\u00a0Offers a variety of training options.<\/li>\n\n\n\n
                                                          • Focus and concentration:<\/strong>\u00a0No distractions from colleagues or customers.<\/li>\n\n\n\n
                                                          • Networking:<\/strong>\u00a0Opportunities to connect with others.<\/li>\n\n\n\n
                                                          • Morale boost:<\/strong>\u00a0Employees feel valued and supported.<\/li>\n<\/ul>\n","protected":false},"excerpt":{"rendered":"

                                                            What is Motivation? F. W Taylor\u2019s Systemic Management Theory Maslow\u2019s Hierarchy Herzberg\u2019s Two Factor Theory Criticisms of Herzberg’s Theory: Mc-Cleland Acquired Needs Theory (HL Only) McClelland believed that these needs vary in intensity among individuals and can be influenced by parental, cultural, and educational factors. Managers can use this understanding to allocate jobs and tasks […]<\/p>\n","protected":false},"featured_media":0,"template":"","subject":[86],"unit":[102],"class_list":["post-3058","notes","type-notes","status-publish","hentry","subject-business-management","unit-unit-2"],"acf":[],"_links":{"self":[{"href":"https:\/\/acmeitsolutions.net\/ibcognito\/wp-json\/wp\/v2\/notes\/3058","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/acmeitsolutions.net\/ibcognito\/wp-json\/wp\/v2\/notes"}],"about":[{"href":"https:\/\/acmeitsolutions.net\/ibcognito\/wp-json\/wp\/v2\/types\/notes"}],"wp:attachment":[{"href":"https:\/\/acmeitsolutions.net\/ibcognito\/wp-json\/wp\/v2\/media?parent=3058"}],"wp:term":[{"taxonomy":"subject","embeddable":true,"href":"https:\/\/acmeitsolutions.net\/ibcognito\/wp-json\/wp\/v2\/subject?post=3058"},{"taxonomy":"unit","embeddable":true,"href":"https:\/\/acmeitsolutions.net\/ibcognito\/wp-json\/wp\/v2\/unit?post=3058"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}