1. EMPLOYEES: BUSINESS OBJECTIVES AND MOTIVATION
CHAPTER 4
EMPLOYEES: BUSINESS OBJECTIVES AND MOTIVATION

2. The relationship between managing employees and achieving business objectives
Business objectives are the stated, measurable objectives that a business wants to achieve. Once objectives are created, business plans and strategies are developed for the business to achieve them.
While a business has many stakeholders, one that is central to achieving business objectives are employees.

3. The relationship between managing employees and achieving business objectives
When an effective relationship exists between management and employees, a business is in a better position to achieve its goals.
Ensuring that a business is properly staffed by the right people is a challenge for businesses of all sizes.

4. The relationship between managing employees and achieving business objectives
Larger businesses normally have a Human Resource Management Department as part of its structure. This department is responsible for ensuring the business is properly staffed, and that appropriate resources are available for other managers and employees.

5. The relationship between managing employees and achieving business objectives

6. The relationship between managing employees and achieving business objectives
When a business aligns the objectives of individual employees with those of the business, the performance of both the individual and the business improve.
The SMART principle should be used when setting goals and objectives for employees.

7. The relationship between managing employees and achieving business objectives
Management by Objectives (MBO) is when an organisation aligns the objectives of all employees with the overall business goals.
Performance can be measured against these goals, and each individual has objectives set according to their area of responsibility.

8. The relationship between managing employees and achieving business objectives
Employees who have a clear understanding of the business’s objectives will be more engaged in their work, as they have a clear picture of how they contribute to the business’s success.
Engaged employees are more likely to take ownership of their work and make contributions toward improving workplace productivity.

9. The relationship between managing employees and achieving business objectives
It is important for managers to create well-designed jobs for subordinates.
This will increase employee motivation and productivity, and improve levels of job satisfaction.

10. Motivation
Motivation is what drives individuals to achieve an objective. If a manager understand what motivates an employee, they will be in a better position to encourage the employee to work to the best of their ability.
Motivation is complex, as individuals are motivated by different things.

11. Motivation What Motivates you To be at school To achieve goals
What are your school goals
To achieve goals
What are your non-school goals
Motivation Quotes

12. Motivation Maslow’s hierarchy of needs
provides a five-stage understanding of motivation.

13. Motivation
For someone to move up they pyramid, their needs at the level below need to be satisfied.
A manager who understands where an employee sits in this hierarchy can help them to achieve higher levels of motivation.

14. Motivation
Goal-setting theory (Edwin Locke & Gary Latham) states that individuals and teams are more motivated, focused and work better when they have clear goals.
These goals need to be set according to the SMART principle, and should be reviewed regularly.

15. Motivation
Most businesses today will have some form of goal setting incorporated into their management structure.
Important 5 Steps

16. Motivation
The four drive theory (Lawrence & Nohria) sets out basic motivational needs that everyone shares.
4 Drives Important to Know and Explain

17. Motivation
How these drives are balanced varies between individuals and over time. While one might be more important than another at a particular time, it is important that they are balanced overall.
Managers need to try and satisfy all of these needs in the workplace.

18. Motivation
Should one drive dominate, an imbalance can occur between the personal and business outcomes. For instance, should an employee’s drive to acquire become too strong this may lead to a situation of being over- competitive and then negatively impacting on their work team. In addition, the four drives act independently of each other, unlike Maslow where you must satisfy one level to move to the next one in the hierarchy. You cannot, however, substitute one drive for another. For instance, paying employees a large wage or salary will satisfy the drive to acquire, while it will ignore their drive to bond.

19. Motivation strategies
Motivation strategies create practical applications for motivational theories.
They are the real-world ways of meeting needs and satisfying drives of employees.

20. Motivation strategies
Performance-related pay (PRP) provides financial reward for employees who meet or exceed expectations in the workplace.
This can be paid to an individual or a team, and normally comes in the form of a raise or annual bonus.

21. Motivation strategies

22. Motivation strategies
Career advancement motivates employees by offering the possibility of increased pay, status and more job experience.
Career advancement acts as a long-term motivator, as ongoing performance can lead to better job prospects.

23. Motivation strategies

24. Motivation strategies
Investment in training can foster a greater sense of loyalty and attachment in an employee.
Well-trained staff are in a better position to meet organisational goals, and increasing an employees skills creates a commitment between the individual and the business.

25. Motivation strategies

26. Motivation strategies
Supporting employees is a powerful motivator. It involves recognising good work and communicating effectively.
Frequent and effective communication between employees and their managers means that problems are identified early and addressed before they escalate.

27. Motivation strategies
Some poor-performing employees fail to respond to other motivations, and require sanctions.
Sanctions include penalties, disciplinary action and, if no improvement is made, termination of employment.
For sanctions to be effective they need to be tied with positive strategies to help employees improve.

28. Motivation strategies