Motivating Employees
Akopọ
Two packing lines in the same warehouse in Manila run the same shift with the same machinery and the same number of people. One packs 340 cases an hour, the other 260. Nobody on the slower line is lazy and nobody on the faster line is working harder in any way you could photograph. The difference is that the supervisor on the faster line asks her team what is slowing them down, tells them the day's target and why it matters, and has twice sent someone on a course they asked for. The other supervisor gives instructions. That gap of 80 cases an hour costs nothing to close and it is the most profitable thing the warehouse manager could do this year.
This lesson is about where that gap comes from. You will see what a motivated workforce is actually worth, in output, in quality and in the people who stay rather than leave. You will learn the four main methods of payment the specification names and what each one quietly encourages employees to do, work through the non-financial methods that often matter more, and see why a business cannot simply pay its way out of a motivation problem. One warning before you start: this specification examines methods of motivation, not theories of it, and says so in writing.
Awọn Afojusun
- Importance of motivation in the workforce.
- Methods to motivate staff.
Àwòrán ọpọlọ
A ti ṣe àwòrán kókó yìí kí o lè rí bí àwọn èrò ṣe so pọ̀.
Ṣí àwòrán ọpọlọ nínú áàpù
Akọ̀wé Ẹ̀kọ́
Àkọsílẹ̀ Ẹ̀kọ́ Pípé wà lórí Ohun Èlò Green Bridge
Gba ohun èlò Green Bridge CBT sórí fóònù tàbí kọ̀mpútà rẹ fún gbogbo ilé ìkàwé IGCSE: ìwé ìdánwò àtijọ́, ìlànà ìdíwọ̀n, àwòrán èrò, káàdì ìkẹ́kọ̀ọ́ àti ẹ̀kọ́ ohùn.
Ìdánwò Ẹ̀kọ́
Oriire fun ipari ẹkọ lori Motivating Employees. Ni bayi ti o ti ṣawari naa awọn imọran bọtini ati awọn imọran, o to akoko lati fi imọ rẹ si idanwo. Ẹka yii nfunni ni ọpọlọpọ awọn adaṣe awọn ibeere ti a ṣe lati fun oye rẹ lokun ati ṣe iranlọwọ fun ọ lati ṣe iwọn oye ohun elo naa.
Iwọ yoo pade adalu awọn iru ibeere, pẹlu awọn ibeere olumulo pupọ, awọn ibeere idahun kukuru, ati awọn ibeere iwe kikọ. Gbogbo ibeere kọọkan ni a ṣe pẹlu iṣaro lati ṣe ayẹwo awọn ẹya oriṣiriṣi ti imọ rẹ ati awọn ogbon ironu pataki.
Lo ise abala yii gege bi anfaani lati mu oye re lori koko-ọrọ naa lagbara ati lati ṣe idanimọ eyikeyi agbegbe ti o le nilo afikun ikẹkọ. Maṣe jẹ ki awọn italaya eyikeyi ti o ba pade da ọ lójú; dipo, wo wọn gẹgẹ bi awọn anfaani fun idagbasoke ati ilọsiwaju.
- Which one of the following is a financial method of motivation? A. Job rotation B. Commission C. A democratic management style D. Greater responsibility Answer: B
- A salesperson is paid 4 per cent commission on everything she sells. Last month she sold goods worth 250,000 rupees. How much commission did she earn? A. 1,000 rupees B. 4,000 rupees C. 10,000 rupees D. 25,000 rupees Answer: C
- Which management style involves the manager consulting employees and taking their views into account before deciding? A. Autocratic B. Democratic C. Laissez-faire D. Centralised Answer: B
- Which one of the following is a fringe benefit? A. Payment for overtime hours B. A share of the annual profits C. Free health insurance provided by the employer D. A rise in the hourly wage rate Answer: C
- Which one of the following is the most likely drawback of paying production workers a piece rate? A. Workers will produce less output B. The quality of work may fall C. Workers cannot be paid overtime D. The business cannot measure output Answer: B
Ṣiṣẹ́ lórí àwọn ìbéèrè wọ̀nyí nínú ohun èlò náà
Ṣiṣẹ́ lórí àwọn ìbéèrè wọ̀nyí nínú ohun èlò náà
Awọn Iwe Itọsọna Ti a Gba Nimọran
Ṣe Adaṣe Awọn Ibeere Idanwo Adaṣe
Ṣe o fẹ ṣe adaṣe awọn ibeere idanwo adaṣe nipa Motivating Employees? Ṣe igbasilẹ ohun elo Green Bridge CBT lati wọle si awọn ibeere idanwo adaṣe ati awọn ayẹwo adaṣe kikun fun koko-ọrọ yii.
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