motivation theory cards:layout 1 - amazon s3 organise the class into four groups who sit together...

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Motivation MoversResources for Courses

Teacher notesThis activity is designed to introduce students to motivation theory whilst also buildingon their application, analysis and evaluation skills.

How to play• Organise the class into four groups who sit together round a table• Each group selects one of the 4 products, one of the 4 business types and a

card detailing the structure of the business and some information about theirstaff

• Give each group one of the motivation theory cards• Each group starts with the first task, where they write a report suggesting how

to motivate the staff at their given business using their given theory (around 20minutes should be given for this task)

• After the given time, the group move to the next table. They read the report written by previous group and choose one benefit and one problem of the suggestions made. The group need to analyse the benefit and problem usinganalysis grids (Green for their advantage, red for their disadvantage) (around 15 minutes should be given for this task)

• The group will then move again to the next table, reviewing the report and analysis to produce an evaluation: should that business adopt the methods?They will complete this on the evaluation grid, which encourages students toshow both judgement and justification (around 15 minutes should be given forthis task)

• Finally, the group move to the last table and review all the work there. The groupwill work together and use a scorecard to grade the work of previous groups,each group will then be able to get a score on each of their three skills from theprevious three tables they have visited (around 10 minutes should be given forthis task).

By the end of the session, the whole class has been able to review each of the fourmajor motivation theories and how they can apply to business scenarios. They have also each practised all their vital Business Studies skills of application, analysis and evaluation! The groups can get themselves a total for each skill and overall by visiting each table to see the scores they got for each task.

SAM

PLE

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Abra

ham

Mas

low

Fred

eric

k Ta

ylor

SAM

PLE

RESOURCES

Abra

ham

Mas

low

Theo

rist

:Abr

ah

am

Masl

ow

Wha

t did

he

say?

Mas

low

dev

elop

ed th

e ‘h

iera

rchy

of n

eeds

’, a

pyra

mid

that

de

scri

bes

leve

ls o

f hum

an n

eeds

that

mot

ivat

e us

.Th

e pr

inci

ples

of M

aslo

w’s

theo

ry a

re:

•E

very

indi

vidu

al s

tart

s at

the

bott

om o

f the

pyr

amid

•Th

ey w

ill fi

rst b

e m

otiv

ated

to a

chie

ve th

eir

basi

c ne

eds

(foo

d, s

helt

er)

•On

ce a

chie

ved,

peo

ple

are

mot

ivat

ed to

ach

ieve

the

next

lev e

l, un

til t

hey

reac

h ‘s

elf-a

ctua

lisat

ion’

whi

ch is

the

real

isat

ion

of th

eir

full

pote

ntia

l.

How

doe

s th

is a

pply

to

busi

ness

es?

The

theo

ry is

use

d to

hel

p m

anag

emen

t to

iden

tify

whi

ch le

vel s

taff

hav

e re

ache

d,th

ey c

an d

esig

n st

rate

gies

to m

otiv

ate

thei

r st

aff t

o re

ach

the

next

leve

l. Fo

r ex

ampl

e, w

orki

ng in

team

s ca

n pr

omot

e so

cial

need

s an

d jo

b se

curi

ty h

elps

mee

t saf

ety

need

s.

Theo

rist

:Fre

der

ick

Taylo

r

Wha

t did

he

say?

Tayl

or b

elie

ved

that

wor

kers

are

mai

nly

mot

ivat

ed b

y m

oney

.H

is th

eory

sta

tes:

•W

orke

rs h

ave

a di

slik

e of

wor

k an

d ne

ed c

lose

sup

ervi

sion

and

cont

rol

•Pr

oduc

tion

sho

uld

be b

roke

n do

wn

into

sm

all t

asks

•Th

e fo

cus

is o

n ef

fici

ency

, so

staf

f are

giv

en tr

aini

ng a

ndto

ols

to m

axim

ise

thei

r pr

oduc

tivi

ty•

Staf

f sho

uld

be p

aid

base

d up

on h

ow m

any

item

s th

ey

prod

uce

(kno

wn

as p

iece

rat

e).

How

doe

s th

is a

pply

to b

usin

esse

s?Ta

ylor

’s th

eory

allo

ws

busi

ness

es to

focu

s on

pro

duct

ive

effi

cien

cy, a

nd to

dev

elop

mot

ivat

ion

tool

s th

at w

ill m

axim

ise

this

. Thi

s in

volv

es s

elec

ting

finan

cial

rew

ards

that

will

enc

oura

gest

aff t

o w

ork

hard

er s

uch

as b

onus

es a

nd p

iece

rat

e.

Fred

eric

k Ta

ylor

SAM

PLE

RESOURCES

Fred

eric

k He

rzbe

rgEl

ton

May

o

SAM

PLE

RESOURCES

Theo

rist

:Fre

der

ick

Her

zber

g

Wha

t did

he

say?

Her

zber

g de

velo

ped

the

‘two-

fact

or th

eory

’ of m

otiv

atio

n.Th

e tw

o fa

ctor

s w

ere:

1‘H

ygie

ne fa

ctor

s’ (

item

s th

at d

o no

t mot

ivat

e st

aff b

utw

ould

cau

se d

emot

ivat

ion

if th

ey w

ere

not o

ffer

ed e

.g. p

ayan

d sa

fe c

ondi

tion

s)2

‘Mot

ivat

ors’

(fac

tors

that

cou

ld d

irec

tly im

prov

e m

otiv

atio

n).

Her

zber

g be

lieve

d co

nsul

tati

on a

nd im

prov

ing

the

cont

ent

of a

job

to m

ake

it m

ore

inte

rest

ing

wer

e th

e m

ost i

mpo

rtan

tm

otiv

ator

s. T

hese

sho

uld

be o

ffer

ed in

add

itio

n to

the

basi

c‘h

ygie

ne fa

ctor

s’ to

mot

ivat

e st

aff.

How

doe

s th

is a

pply

to b

usin

esse

s?M

anag

emen

t are

enc

oura

ged

to fo

cus

on m

otiv

ator

s an

d to

us

e te

chni

ques

suc

h as

job

enri

chm

ent (

givi

ng w

orke

rs m

ore

com

plex

task

s) a

nd jo

b en

larg

emen

t (gi

ving

sta

ff m

ore

vari

ety

in th

eir

role

) to

mak

e jo

b ro

les

mor

e in

tere

stin

g an

d re

war

ding

.

Fred

eric

k He

rzbe

rg

Theo

rist

:Elt

on M

ayo

Wha

t did

he

say?

May

o be

lieve

d w

orke

rs w

ante

d m

ore

from

wor

k th

an m

oney

,an

d th

at s

taff

wou

ld b

e m

otiv

ated

to w

ork

hard

er if

thei

r so

cial

need

s w

ere

met

:H

is s

tudi

es c

oncl

uded

:•

Man

ager

s sh

ould

take

mor

e of

an

inte

rest

in th

eir

wor

kers

and

sho w

them

sup

port

•In

volv

ing

staf

f in

deci

sion

mak

ing

can

be m

otiv

atin

g•

Com

mun

icat

ion

wit

h st

aff a

t all

leve

ls is

ver

y im

port

ant

•W

orki

ng in

gro

ups

or te

ams

can

mot

ivat

e.

How

doe

s th

is a

pply

to b

usin

esse

s?M

anag

ers

can

deve

lop

mot

ivat

ion

stra

tegi

es b

ased

upo

n in

volv

ing

staf

f in

the

busi

ness

, suc

h as

qua

lity

circ

les

and

cons

ulta

tion

. Reg

ular

com

mun

icat

ion

can

be u

sed

to k

eep

staf

fin

volv

ed in

the

busi

ness

, and

wor

king

in te

ams

is e

ncou

rage

d.

Elto

n M

ayo

SAM

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RESOURCES

Larg

e m

ulti-

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reta

iler

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all

scal

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cal

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Bes

poke

m

anuf

actu

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bulk

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SAM

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Sho

esC

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cola

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nari

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nari

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Scenario Cards Staff/Structure Information

Managing Director

Manager Manager Manager

Staff

Staff

Staff

Staff

Staff

Staff

Staff

Staff

Staff

• Formal/traditional structure• Tall structure with many levels

of hierarchy• Most staff on permanent, full

time contracts• Labour turnover is high at 28%


CEO

Engineering Sales andMarketing Purchasing R&D

• Matrix structure with staff organised into product teams

• Approximately 50% of staff areon temporary contracts

• Labour turnover is in line withthe average for the industry at 18%


Managing Director

Manager

Staff Staff

• Flat structure with only a fewlevels of hierarchy

• Communication flows in all directions

• Most staff are part-time andtemporary, brought in on ashort-term basis at the busytimes of the year (leading to high levels of labour turnover)


• Structure based around onecentral leader who makes mostdecisions

• Labour turnover is relatively low but increasing

• Lines of accountability and communication are fluid

Staff Staff

Focal Person

Product AManager

Product AManager

Product Team A

Product Team B

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RESOURCES

Scorecard

Application

Limited

Reasonable

Good

Scorecard Scorecard

Scorecard Scorecard Scorecard

Scorecard Scorecard Scorecard

Analysis

Limited

Reasonable

Good

Evaluation

Limited

Reasonable

Good

Application

Limited

Reasonable

Good

Analysis

Limited

Reasonable

Good

Evaluation

Limited

Reasonable

Good

Application

Limited

Reasonable

Good

Analysis

Limited

Reasonable

Good

Evaluation

Limited

Reasonable

Good

SAM

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RESOURCES

Motivation Movers - Task Cards

Part 1 – Create a report

You have been assigned a type of business and a type of product. You also have a card describing a particular motivation theory.

You need to act as a team of HR consultants who will advise your given business on howthey can motivate their staff using the theory that you have been given.

Your report needs to be persuasive, aiming to convince the business that your theory is goingto be the most effective way to motivate their staff and improve staff performance:

Theorist:

Product Type:

Business Type:

Use the template given to create your report. In part 2 of the task, your report will be scrutinisedby another team so it needs to be clear, detailed and structured.

The timer will be set for 20 minutes for this task.


Part 2 – Analyse the suggestions

On your new table, you are now the board of directors of the business that the report hasbeen written for.

You need to read their report and decide on one benefit and one problem of the suggestions that they have made. You will then work as a team to analyse the advantage and disadvantage that you have selected, stating what the suggestions might lead to for the business. Use the analysis grids provided to fully explain your points (green grid for theadvantage, red grid for the disadvantage), showing strong analysis skills and cause and effect.


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Part 3 – Evaluate

On your new table, this time you will create an evaluation for the suggestions that have beenmade and make an overall recommendation to the business on that table. You will first makea judgement: do you believe that the business should adopt the suggestions offered by theconsultants? You then need to justify your choice, explaining why you think the businessshould/should not adopt the suggested approaches. Use the JJ grid to complete your evaluation.



Part 4 – Score!On your new table, you will now score the efforts of previous groups. Use the scorecard torecord the scores you have given.

1 Score the report based on applicationHas the theory been applied well to the scenario? Do the suggestions link well with the type of business and typeof product chosen?Limited application: 1-3Reasonable application: 4-7Good application: 8-10

2 Score the analysis gridsHave the group used connectives and a logical chain of analysis? Limited analysis: 1-3Reasonable analysis: 4-7Good analysis: 8-10

3 Score the overall evaluationHas the group made a clear judgement? Has their judgement been well justified?Limited evaluation: 1-3Reasonable evaluation: 4-7Good evaluation: 8-10


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Motivation Movers - Analysis Grid

Point:

Analysis:

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Motivation Movers - Report Template

Report to suggest motivation techniques to implementwithin your business.

To:

From:

Date:

Suggestions:

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Motivation Movers - Evaluation Grid

Judgement (Overall we think...)

Justify (Because...)

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motivation theory cards:layout 1 - amazon s3 organise the class into four groups who sit together...

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