Motivation, Management and Employee Relations

What Motivation, Management and Employee Relations covers

Motivation, Management and Employee Relations is examined in Component 1, Business Opportunities and Functions, and can be drawn on in the synoptic Component 3. It covers motivation and the benefits of a motivated workforce, Taylor and scientific management, Mayo and the Hawthorne studies, Maslow's hierarchy of needs, Herzberg's two factor theory, expectancy theories of Vroom, Porter and Lawler, financial methods of motivation, non-financial methods of motivation, management, management by objectives and Theory X and Y, leadership and leadership styles, leadership theories and choosing a style, employment rights, contracts and equal opportunities and trade unions, industrial conflict and dispute resolution.

The 13 subtopics

Each one has its own page.

• Motivation and the benefits of a motivated workforceDifference between intrinsic and extrinsic motivation and one limit on what motivation alone can achieve.Open →
• Taylor and scientific managementCentral assumption Taylor made about what motivates workers, time and motion study and what Taylor meant by the one best way.Open →
• Mayo and the Hawthorne studiesIllumination experiments originally intended to test, relay assembly test room experiment and hawthorne effect.Open →
• Maslow's hierarchy of needsFive levels of Maslow's hierarchy in order from the bottom, physiological needs and how does an employer meet them and safety needs and how does an employer meet them.Open →
• Herzberg's two factor theoryMethod Herzberg used to gather his evidence, motivator in Herzberg's theory and five motivators Herzberg identified.Open →
• Expectancy theories of Vroom, Porter and LawlerThree elements of Vroom's expectancy theory and key reversal in Porter and Lawler's model.Open →
• Financial methods of motivationFinancial method of motivation, time rate pay and piece rate pay.Open →
• Non-financial methods of motivationNon-financial method of motivation, consultation as a method of motivation and job design.Open →
• Management, management by objectives and Theory X and YFive functions of management Fayol identified, planning function of management and controlling function of management.Open →
• Leadership and leadership stylesDifference between a manager and a leader, autocratic leadership style and democratic leadership style.Open →
• Leadership theories and choosing a styleThree situational factors in Fiedler's model and approach Wright and Taylor took to improving leadership.Open →
• Employment rights, contracts and equal opportunitiesEmployer and employee relationships, contract of employment and risk assessment and why must a business carry one out.Open →
• Trade unions, industrial conflict and dispute resolutionTrade union, collective bargaining and single-union agreement.Open →

What you need to know

Answer each one before you reveal it.

Take Motivation, Management and Employee Relations further

The same content, four other ways.

Commonly confused

Pairs that lose marks when they are blurred together.

• Job enlargement vs Job enrichment

  Job enlargement: adding more tasks at the same level. Job enrichment: adding responsibility and decision-making.

• Job rotation vs Job sharing

  Job rotation: moving a worker between different tasks. Job sharing: splitting one post between two people.

• Piece rate vs Time rate

  Piece rate: paying a set amount for every unit produced. Time rate: paying a set amount for every hour attended.

Questions from this topic

Each one with the model answer underneath.

1. 1

   What is meant by motivation?

   Model answer

   Motivation is the willingness of an employee to put effort into the job. A motivated worker chooses to work hard rather than having to be forced.

2. 2

   What is the difference between intrinsic and extrinsic motivation?

   Model answer

   Intrinsic motivation comes from the satisfaction of doing the work itself. Extrinsic motivation comes from an outside reward such as pay or promotion.

3. 3

   Give three benefits to a business of a motivated workforce.

   Model answer

   A motivated workforce produces more, works to a higher standard and takes less time off. Recruitment costs also fall because fewer employees leave.

4. 4

   How does motivation affect output per worker?

   Model answer

   A motivated employee works at a faster pace and wastes less time. Output per worker rises without any extra spending on machinery.

5. 5

   How does motivation affect the quality of a business's output?

   Model answer

   A motivated employee takes care over the work and reports problems early. Fewer defects reach the customer, so returns and complaints fall.

6. 6

   How does a motivated workforce affect customer service?

   Model answer

   Motivated staff deal with customers willingly and solve problems rather than passing them on. Customer loyalty and repeat purchase both improve.

What is inside Levo

Six ways to work the same material.

Motivation, Management and Employee Relations revision questions

What does Motivation, Management and Employee Relations cover in Eduqas A-Level Business?

13 subtopics: motivation and the benefits of a motivated workforce, taylor and scientific management, mayo and the hawthorne studies, maslow's hierarchy of needs, herzberg's two factor theory, expectancy theories of vroom, porter and lawler, financial methods of motivation, non-financial methods of motivation, management, management by objectives and theory x and y, leadership and leadership styles, leadership theories and choosing a style, employment rights, contracts and equal opportunities and trade unions, industrial conflict and dispute resolution. Each one has its own page with questions and model answers.

How is Motivation, Management and Employee Relations organised?

By the Eduqas A510QS specification, subtopic by subtopic, so it matches the order you are taught it in.