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Meeting individual and business needs

Empowerment

Staff make their own decisions about work planning

Job enrichment

Group of employees complete a whole stage of production and take responsibility for quality

Job enlargement

Giving staff extra tasks or responsibilities

Job rotation

Staff exchange jobs of comparable skill around the organisation

Motivation in Practice

Frederick Herzberg: 'two factor' theory of motivation

Company policy, supervision, work conditions and pay did matter, but could not motivate

Achievement, recognition, responsibility and interest in the work were the true motivators.

The financial rewards of a job are an essential part of this contract between employer and employee

* Piece-rate *Commission payments *Performance related pay

Motivation and business growth

In 1943 the US psychologist, Abraham Maslow proposed that people are motivated by a 'hierarchy of needs'

In 1960 Douglas McGregor described two distinctive styles of management: Theory X and Theory Y.

. In Theory X managers believed workers needed discipline

The NDA Way shows how the organisation demonstrates its values.

Theory Y saw self-motivated employees with complex needs and a natural urge to be creative.

The value of motivation

Motivation refers to the energy and commitment with which an individual or group performs a task or role. It affects almost every aspect of business.

Motivated workers make a more favourable impact on customers and other stakeholders

An unmotivated workforce could have a negative impact on the business through:

• lower productivity • more accidents • higher rates of absenteeism • more conflict • less readiness to learn or change • more need for supervision.