Motivation Flashcards

Motivation: Definition

• Motivation is defined as the internal and external factors that stimulate the desire in workers to be continually interested in and committed to doing a job well.

Importance of Motivation

• Motivation provides workers with the desire to complete a job quickly and to a high standard.
• People work to satisfy certain needs, and a worker can become well-motivated when a business successfully meets those needs.
• Well-motivated workers help an organization achieve its objectives cost-effectively.
• Managers must be aware of workers' needs and objectives to foster high motivation levels.
• The highest motivation levels occur when employees can satisfy their own needs while working towards the organization's aims.

Benefits of Well-Motivated Workers

• High productivity, increasing the competitiveness of the business.
• Workers are keen to stay with the business, reducing labor turnover costs.
• Workers are more likely to offer useful suggestions to help the business achieve its objectives.
• They often work hard to seek promotion and responsibility.
• All these benefits impact business efficiency, customer service levels, and unit costs.
• Businesses that manage and motivate their employees effectively gain a loyal and productive workforce, which can be a real competitive advantage.

Business Benefits of Well-Motivated Workers

• Low labor turnover.
• High productivity.
• Low absenteeism.
• Willingness to make suggestions for improvements.
• Preparedness to accept responsibility.

Human Needs at Work

• People work to satisfy their needs.
• Human needs that can be satisfied at work include:
  • Money to satisfy basic wants for food, housing, and consumer goods.
  • Social connection through working in groups or teams.
  • Challenge through different work tasks and chances of promotion.
  • Significance through praise and recognition of performance.
  • Certainty through employment contracts and some job security.
• If employment does not provide the conditions for these human needs to be met, workers are likely to be very demotivated.

Motivation Theories

• Motivation theories attempt to identify which human needs can be satisfied at work and how workers can be motivated to work hard.
• These theories explain the key factors that business managers should focus on to achieve a highly motivated workforce.

Taylor and Scientific Management

• Frederick Taylor (1856-1917) made the first serious attempt to analyze worker motivation.
• He aimed to advise management on the best ways to increase worker performance and productivity.
• Taylor's research techniques are still used in industry and include:
  • Establishing an idea or hypothesis.
  • Studying and recording performance at work.
  • Altering working methods and re-recording performance. This approach is known as scientific management.
• Taylor aimed to reduce inefficiency in the American manufacturing industry.
• He argued that any productivity gains could then be shared between business owners and workers.
• In the early twentieth century, the scope for efficiency gains in manufacturing plants was huge because:
  • Most workers were untrained and non-specialized.
  • They were poorly led by supervisors and managers who had little training.
  • There was rarely any formal selection or appraisal system of employees.
  • Most workers were recruited daily with no security of employment.

Taylor's Scientific Approach to Improving Worker Output

1. Select workers to perform a task.
2. Observe them performing the task and note the key elements.
3. Record the time taken to do each part of the task.
4. Identify the quickest method recorded.
5. Train all workers in this quickest method and do not allow any changes to it.
6. Supervise workers to ensure that this best way is being carried out and time them to check that the set time is not being exceeded.
7. Pay workers based on results, according to the economic man theory.

Economic Man Theory

• Suggests that people are motivated by money alone.
• The only factor that could stimulate further effort is the chance of earning more money.
• This formed the basis of Taylor's main motivational suggestion: wage levels based on output.
• He maintained that workers should be paid a fair day's pay for a fair day's work.
• The amount paid should be directly linked to output through a system known as piece rate.

Piece Rate

• Payment to a worker for each unit produced.
• This means paying workers a certain amount for each unit produced.
• To encourage high output, a low rate per unit can be set for the first units produced; rates then become payable if output targets are exceeded.

Results of Taylor's Work

• Business managers considered Taylor's emphasis on increasing efficiency and productivity to be the route towards greater profits.
• Workers' leaders were suspicious, believing this approach would lead to more work but no more pay or benefits.
• Taylor's approach was widely adopted by manufacturers in the early twentieth century when the first mass-production and production-line techniques were being introduced.
• Workers specializing in one task, strict management control over work methods, and payment by output levels were important features of these early production lines.
• These principles were the driving forces behind all mass production until the participative style of working and people management became more widespread from the 1960s onwards.
• Even before this, other research had been undertaken on people's behavior at work, and doubts were raised about the simplistic nature of many of Taylor's assumptions on worker motivation.

Content Theories of Motivation

• These theories focus on the assumption that individuals are motivated by the desire to fulfill their inner needs.
• These approaches focus on:
  • Those human needs that energize and direct human behavior.
  • How managers can create conditions that allow workers to satisfy these needs.

Evaluation of Taylor's Approach

Economic Man

• Taylor's Approach: Select the right people for the job.
• Relevance to Modern Industry: Although some managers still believe that money is the only way to motivate workers, the more common view now is that workers have a wide range of needs that can be met from work. Before Taylor, there had been few attempts to select employees carefully. The importance of this today is reflected in the emphasis on effective employee selection in nearly all businesses.

Observe and Record

• Taylor's Approach: Observe and record the performance of workers.
• Relevance to Modern Industry: This was widely adopted and became known as a time and motion study. Initially, this was viewed with suspicion by workers as a way of making them work harder. In modern industry, it is still used but with the cooperation and involvement of employees.

Best Method

• Taylor's Approach: Establish the best method of doing a job.
• Relevance to Modern Industry: This method study is still accepted as important, as efficiency depends on using the best ways of working. However, Taylor's use of managers to give instructions to workers with no discussion is demotivating. Worker participation in devising the best working methods is now encouraged.

Piecework

• Taylor's Approach: Piecework payment systems.
• Relevance to Modern Industry: This is still used but much less widely than in Taylor's time. In service industries, in particular, it has become very difficult to measure the output of individual workers.

Mayo and Human Relations Theories

• Elton Mayo (1880-1949) is best known for his Hawthorne effect conclusions.
• These were based on a series of experiments he conducted at the Hawthorne factory of Western Electric Co. in the USA.
• He initially assumed that working conditions, such as lighting, heating, and rest periods, had a significant effect on workers' productivity.
• Experiments were undertaken with groups of workers to establish the best working conditions.
• The output of a control group was also recorded, experiencing no changes in working conditions.
• The results surprised all observers: as conditions of work were either improved or worsened, productivity rose in all groups, including the control group.
• Mayo had shown that working conditions in themselves were not important in determining productivity levels.
• Other motivational factors needed investigation.
• Further experiments were conducted with a group of assembly-line workers.
• Changes to rest periods, payment systems, assembly bench layout, and canteen food were made at 12-week intervals.
• Before every major change, the researchers discussed the new changes with the group.
• At the end of the experiments, the working conditions and hours of work were returned to how they had been before the start of the trial.
• Output rose far above the original level, indicating that other motivational factors were operating to increase productivity, separate from the conditions of work.

The Hawthorne Effect: Conclusions of Mayo's Work

• Changes in working conditions and pay levels have little or no effect on productivity.
• Consultation with workers improves motivation.
• Working in teams and developing a team spirit can improve productivity.
• Giving workers some control over their own working lives, such as deciding when to take breaks, improves motivation.
• Groups can establish their own targets, and these can be greatly influenced by the informal leaders of the group.

Evaluation of Mayo's Research for Today's Businesses

• Since Mayo's findings were published, there has been a trend towards giving workers more of a role in business decision-making; this is called worker participation.
• Human Resources departments have been established to try to put the Hawthorne effect into practice.
• Team or group working is applied in many types of modern business organization, offering the greatest opportunities for workers and businesses to benefit from the Hawthorne effect.
• The idea of involving workers, taking an interest in their welfare, and finding out their individual goals has opened up new fields of research for industrial psychologists.

Maslow and Human Needs

• Abraham Maslow (1908-1970) is best known for his research into identifying and classifying the main needs that humans have.
• The importance of his work to business managers is this:
  • Our needs determine our actions; we will always try to satisfy them, and we will be motivated to do so.
  • If work can be organized so that some or all needs of employees can be satisfied at work, then they will become more productive and satisfied.

Maslow's Hierarchy of Needs

• Maslow summarized these human needs in the form of a hierarchy:
  • Individuals' needs start on the lowest level.
  • Once one level of need has been satisfied, humans will work to achieve the next level.
  • Self-actualization, or self-fulfilment, is not reached by many people, but everyone is capable of reaching their potential.
• Once a need has been satisfied, it will no longer motivate individuals to action.
• So, when physical needs have been satisfied, the offer of more money will not increase productivity.
• Reversion is possible.
  • It is possible for individuals to feel less satisfied at one level and for satisfaction to move down to the next level.
  • A loss of job security is one example.

Self-Actualization

• A sense of self-fulfilment reached by feeling enriched and developed by what one has learned and achieved.

Significance of the Hierarchy of Needs to HRM

Level of Need: Self-Actualization

How needs may be satisfied at work by effective HRM: Work that stretches the individual will give a sense of achievement. Opportunities to develop and apply new skills will increase potential.

Level of Need: Esteem Needs

How needs may be satisfied at work by effective HRM: Recognition for work done well, status, advancement, and responsibility will gain the respect of others.

Level of Need: Social/Belonging Needs

How needs may be satisfied at work by effective HRM: Working in teams or groups and ensuring good communication to make workers feel involved.

Level of Need: Safety Needs

How needs may be satisfied at work by effective HRM: A contract of employment with some job security, a structured organization that gives clear lines of authority to reduce uncertainty, ensuring health and safety conditions are met.

Level of Need: Physical Needs

How needs may be satisfied at work by effective HRM: Income from employment high enough to meet essential needs.

Limitations of Maslow's Approach

• Criticisms of Maslow's hierarchy include:
  • Not everyone has the same needs, as assumed by the hierarchy.
  • In practice, it can be difficult to identify the degree to which each need has been met and which level a worker is on.
  • Money is necessary to satisfy physical needs, yet it might also play a role in satisfying the other levels of needs; high incomes can increase status and esteem.
  • Self-actualization is never permanently achieved; jobs must continually offer challenges and opportunities for fulfilment, otherwise, regression will occur.

Herzberg and the Two-Factor Theory

• Frederick Herzberg (1923-2000) developed the two-factor theory from research based around questionnaires and interviews with 200 skilled employees.
• His aim was to discover factors that led to them having very good feelings about their jobs and those factors that led to them having very negative feelings about their jobs.

Herzberg's Conclusions

• Job satisfaction results from five main factors (Motivators):
  • Achievement, recognition for achievement, the work itself, responsibility, and advancement.
  • He considered the last three motivators to be the most significant.
• Job dissatisfaction also resulted from five main factors (Hygiene Factors):
  • Company policy and administration, supervision, salary, relationships with others, and working conditions.
  • These were the factors that surround the job (extrinsic factors) rather than the work itself (intrinsic factors).
• Herzberg considered that the hygiene factors had to be addressed by management to prevent dissatisfaction.
  • However, even if they were in place, they would not, by themselves, create a well motivated workforce.

Motivators (Motivating Factors)

• Aspects of a worker's job that can lead to positive job satisfaction, such as achievement, recognition, meaningful and interesting work, responsibility, and advancement at work.

Hygiene Factors

• Aspects of a worker's job that have the potential to cause dissatisfaction, such as pay, working conditions, status, and over-supervision by managers.

Consequences of Herzberg's Two-Factor Theory

• Higher pay and better working conditions will help to remove dissatisfaction about work.
  • However, on their own, they will not lead to effective motivation.
• Herzberg argued that it is possible to encourage someone to do a job by paying them; he called this movement, but movement does not mean that someone wants to do the job well—that would require motivation.
• Motivation to do the job well would exist only if the motivators were in place.
• Herzberg did not claim that pay does not matter, but that it moves people to do a job and does not motivate them to do it well.
• A business could offer higher pay, improved working conditions, and less heavy-handed supervision of work.
  • These would all help to remove dissatisfaction, but they would all be quickly taken for granted.
• If work is not interesting, rewarding, or challenging, then workers will not be satisfied or motivated to offer their full potential.
  • This does not change whatever the pay level offered to them.
• The motivators need to be in place for workers to be prepared to work willingly and to always give of their best.

Job Enrichment Principles

• Herzberg suggested that motivators could be provided by adopting the principles of job enrichment.
  • There are three main features of job enrichment, and if these are adopted, then the motivators exist:
    • Complete units of work.
    • A range of tasks.
    • Feedback on performance.

Job Enrichment Definition

• Aims to use the full capabilities of workers by giving them the opportunity to do more challenging and fulfilling work.

Complete Units of Work

• Typical mass-production methods often lead to worker boredom.
  • The work involves the assembly of one small part of the finished product.
• Herzberg argued that complete and identifiable units of work should be assigned to workers; this might involve teams of workers rather than individuals on their own.
• These complete units of work could be whole sub-assemblies of manufactured goods, such as a complete engine in a car factory.
• In service industries, it could mean that a small team of multi-skilled people, such as waiters, chefs, and IT technicians, provide all of the conference facilities in a hotel.
• \"If you want people motivated to do a good job, give them a good job to do,\" as Herzberg put it.

Range of Tasks

• To challenge and stretch a worker, a range of tasks should be given; some of these may, at least initially, be beyond the worker's current experience.
• This fits in well with the self-actualization level in Maslow's hierarchy.

Feedback on Performance

• Regular two-way communication between workers and managers should give recognition for work well done and could provide incentives for workers to achieve even more.

Evaluation of Herzberg's Work for Today's Businesses

• There is little doubt that the results Herzberg drew from his work have had a significant impact on business practices today:
  • Teamworking is now much more widespread, with whole units of work being delegated to these groups.
  • Workers tend to be made much more responsible for the quality of their own work rather than being closely supervised by quality-control inspectors.
  • Most firms are continually looking for ways to improve effective communication, and group meetings allowing two-way communication are often favored.

Job Enrichment Elements

• Real variety
• Produce a meaningful unit of work
• Create chances for personal development
• Require workers to show responsibility
• Require high knowledge and skills
• Give workers more autonomy

McClelland and Motivational Needs Theory

• David McClelland (1917-1998) pioneered workplace motivational thinking, developed an achievement-based motivational theory, and promoted improvements in employee assessment methods.
• He is best known for describing three types of motivational need, which he identified in his book, "The Achieving Society" (1961):
  • Achievement motivation
  • Authority/power motivation
  • Affiliation motivation

Achievement Motivation

• A person with a strong motivational need for achievement will seek to reach realistic and challenging goals and job advancement.
• There is a constant need for feedback regarding progress and achievement; this helps provide a sense of accomplishment.
• Research suggests that this result-driven attitude is almost always a common characteristic of successful business people and entrepreneurs.

Authority/Power Motivation

• A person with this dominant need is motivated by having authority.
• The desire to control others is a powerful motivating force.
• Such a person has a strong leadership drive and wants to be effective and to make an impact.
• This includes the need to be influential over others; they value the personal status and prestige gained when they have authority.

Affiliation Motivation

• A person whose strongest motivator is the need for affiliation is motivated by interaction with other people.
• These people have a need for friendly relationships and tend to be good team members as they need to be liked, popular, and held in high regard.

McClelland's Conclusions

• McClelland stated that these three motivational needs are found to varying degrees in all workers and managers.
• The mix of needs characterizes a worker's or manager's behavior, in terms of both what motivates them and how they believe other people should be motivated.
• McClelland believed that achievement-motivated people are generally the ones who make things happen and get results.
  • However, they can demand too much of their staff in the achievement of targets and prioritize this above the many and varied needs of their workers.

Process Theories

• Process theories emphasize how and why people choose certain behaviors in order to meet their personal goals; these theories study what people are thinking about when they decide whether to put effort into a particular activity, and the thought processes that influence behavior.
• Victor Vroom is one of the best-known process theorists.

Vroom and Expectancy Theory

• Victor Vroom (1932-) suggested that individuals choose to behave in ways which they believe will lead to results that they value.
• His expectancy theory states that individuals have different sets of goals; they can be motivated if they believe that:
  • There is a positive link between effort and performance.
  • Favorable performance will result in a desirable reward.
  • The reward will satisfy an important need.
  • The desire to satisfy the need is strong enough to make the work effort worthwhile.
• His expectancy theory is based on the following three beliefs:
  • Valence - the depth of the desire of an employee for an extrinsic reward, such as money, or an intrinsic reward, such as satisfaction.
  • Expectancy - the degree to which people believe that putting effort into work will lead to a given level of performance.
  • Instrumentality - the confidence of employees that they will actually get what they desire, even if it has been promised by the manager.
• Vroom argued that if even one of these conditions is missing, workers will not have the motivation to do the job well.
• Therefore, according to Vroom, managers should try to ensure that workers believe that increased work effort will improve performance and that this improved performance will lead to valued rewards.

Motivation Methods in Practice

• This section considers practical ways in which HRM managers might best achieve a motivated workforce, including financial and non-financial motivators.

Applying Motivational Theories in Practical Situations

• All motivational theorists recognize that very few people would be prepared to work without financial reward.
• Pay is necessary to encourage work effort; all theorists understand this.
  • They can, however, disagree over whether pay is sufficient to generate motivation and how pay should be calculated.
• The following methods of motivation can be related back to the ideas of the main motivational theorists; they provide examples of these motivation theories in practical situations.
• If pay or other financial motivators are insufficient to ensure that workers are motivated to work to their full potential, then non-financial methods need to be considered.
  • The attraction of these is obvious; if non-financial methods can promote motivation without adding to labor costs, then unit costs should fall and competitiveness increases.

Financial Motivators

• There are many types of financial motivators or payment methods.
  • Time-based wage rate
  • Piece rate
  • Salary
  • Commission
  • Bonus payment
  • Performance-related pay (PRP)
  • Profit sharing
  • Share-ownership schemes
  • Fringe benefits

Time-Based Wage Rate

• This is the most common way of paying manual, clerical, and non-management workers.
• A time-based wage rate means that a payment per hour is set; the total wage level is determined by multiplying this by the number of hours worked; this total wage is often paid weekly.

Advantages of Time Based Wage

• Advantages: It offers some security over pay levels (e.g., during slack periods of demand); different rates can be offered to different types of workers.
• Disadvantages: There is no incentive to increase output as pay level is not directly linked to output; labour cost per unit will depend on output, which may vary; The output managerial jobs is not easy to measure.
• Situations: Often used in situations where Focus on quality a more important than quantity.

Piece Rate

• A piece rate is fixed for the production of each unit; the worker's wages, therefore, depend on the quantity of output produced.
• The piece rate can be adjusted to reflect the difficulty of the job and the standard time needed to complete it; it can be combined with a low basic wage, and then the piece rate is paid if output rises above a set level; this is called partial piece rate.

Piece Rate

• Advantages: It motivates workers to increase output; it is easy to calculate the labor cost per unit.
• Disadvantages: Quality might fall; in many jobs, individual worker output cannot be calculated; there is no security over the level of pay (e.g., production delays); workers may become stressed and unwell by trying to earn more.
• Situations: Often used in situations where The output of each worker is identity and measure; There is a need to keep unit costs as low as possible

Salary

• A salary is the most common form of payment for professional, supervisory, and management staff; the salary level is fixed each year.
• It is not dependent on the number of hours worked or the number of units produced; salaried posts will be put into one of a number of salary bands, and the precise income earned within each band will depend upon the experience and performance of the individual.
• Organisations that want to create a single status within their workforce are now increasingly putting all employees, manual and managerial, onto annual salaries together, offering benefits of security and status to all employees

Salary Advantages and Disadvantages

• Advantages: It offers the security of a level to pay employees and The business wants to motivate managers to focus on long-term rather than short-term.
• Disadvantages: It is not directly linked to the effort and achievement may be a problem.It may lead to low achievement..Overtime pay for extra hours is not expected
• Situations: Often used in situations where Statue and security of important motivators in many jobsand employees are not regularly checked with appraisal.

Commission

• Commission payments can make up 100% of the total income, or they can be in addition to a base salary.
• They are usually paid to salespeople, not just in retail but also in industry (e.g., machines and equipment for businesses).
• They provide an effective financial incentive to sell more, but they might reduce income security.
• Also, they might encourage sales staff to put too much pressure on customers to buy.

Bonus Payment

• A bonus payment is one that is made to employees in addition to their contracted wage or salary.
• While the base salary is usually a fixed amount per month, bonus pay may be based on criteria agreed between the workers, such as an increase in output, productivity, or sales.

Bonus Advantages and Disadvantages

• Advantages: It is paid to individuals with output and it increases the profits of the business and It creates the incentive for employees to do well.
• Disadvantages: Resentment if the bonus is not received.It damages team spirit.It reduces motivation if no bonuses are paid, e.g if sales are falling and it damages` for good performance.
• Situations: The businesswants to reward employees.

Performance-Related Pay (PRP)

• Performance-related pay is usually a bonus payable in addition to the basic salary; it is widely used for those workers whose output is not measurable in numerical terms, such as management, supervisory, and clerical posts.
• It requires the following procedure:
  • Regular target setting, establishing specific objectives for the individual.
  • Annual appraisals of the worker's performance against the pre-set targets .paying each worker a bonus when targets have been exceeded.
• PRP bonuses are usually paid on an individual basis, but they can also be calculated and awarded on the basis of teams or even whole departments.

PRP Advantages and Disadvantages

• Advantages: Individual bonuses for meeting pre-determined targets may encourage workers to work hard to meet these targets. Target setting can form part of the hierarchy of objectives to meet the company's aims.
• Disadvantages: Frequent target setting and appraisal interviews and.Managers might show favouritism to some employees by giving generous`bonus payments.If the bonus is low, it may not lead to greater effort as motivation will not be increased.
• Situations: Managers can increase employee`s output.

Profit Sharing

• The essential idea behind profit-sharing arrangements is that employees will feel more committed to the success of the business and will strive to achieve higher output and cost savings.

Profit Sharing Advantages and Disadvantages

• Advantages: It aims to increase the commitment of the workforce to make the business profitable,It might lead to suggestions for cost cutting and ways to increase sales
• Disadvantages: It might only be a very small proportion of total profits so is not motivating and Shareholders might object because It reduces profitretained for expansion.It reduces profitfor them.
• Situations: Managers are able to focus on profitability rather than and revenue increasing`ideas.

Share-Ownership Schemes

• This financial incentive gives workers shares—or the chance to buy discounted shares—in the company they work for.
• It is claimed that these share-ownership schemes reduce the division between business owners and workers; this helps to make workers more involved in the success of the organization that employs them.
• As shareholders, employees will be able to participate at the company's annual general meeting.

Share Ownership Advantages and Disadvantages

• Advantages: Reduce the conflict of objectives.It encourages an increased sense of belonging and..Workers are more likely to participate in decision.Managers increase shares to success on the objectives owners and workers,Workers are more likely to participate in decision Managers increase shares to success to make managers and workers.
• Disadvantages: Very small number so is not motivating.Shares might be sold so there.Managers often receive more increase managers`.
• Situations: The business` is able to participate making it a success.

Fringe Benefits

• Fringe benefits are also known as perks of the job; they are non-cash forms of reward, and there are many alternatives that can be used.
• These include company cars, free insurance and pension schemes, private health insurance, discounts on company products, and low interest rate loans.
• They are used by businesses in addition to normal payment systems in order to give status to higher-level employees and to recruit and retain the best staff.
• As no cash changes hands between the employer and the employee, these are sometimes classified as non-financial benefits—although they do, obviously, have financial value.

Non-Financial Motivators

• Various methods create conditions for motivating employees regardless of payment.
  • Job rotation
  • Job enlargement
  • Job enrichment
  • Job redesign
  • Training and development
  • Opportunities for promotion and increased status
  • Employee participation in management and the control of business activity
  • Teamworking
  • Empowerment
  • Quality circles

Job Rotation

• Job rotation allows workers to do several different jobs, increasing their skills and the range of work they can do.

Job Rotation, Benefits and Limitations

• Benefits. Rotation may relieve the boredom of doing one task, It can give the worker several skills which makes the workforce more flexible and. Workers are more able to cover for a colleague's absence.
• Limitations: Job rotation is more limited in scope than job enrichment ,It does not increase empowerment.

Job Enlargement

• Job enlargement refers to increasing the loading of tasks.

• The job enlargement ofes involving workers perhaps as result of skill shortage of the training.
  Enlargement is linked to satisfying workers satisfaction`.

Job Enrichment

• The enrichment ofes involves reduction of short time workers.The job enrichment principle applying the three key decision leads to reduction.

Job Enrichment, Principles and Benefits

• Principles. Direct feedback on short time and challenging tasks.
• Benefits. Complete production Direct feedback Challenging are the.Enrichment is the gainingstatus short skills.

Job Redesign

• Clearly, job redesign is closely linked to job enrichment, which usually involves the employee's input and agreement.

Job Redesign Examples

• Journalists now have to be IT experts to communicate through the wide range of technological media.
• Bank employees are encouraged and trained to sell financial products to customers, not just to serve at tills.
• Hairdressers may be given opportunities to add beauty therapies to their total job skills.

Job Redesign, Limitations

• Lack of employee training can results a productivity can lead to frustrating`.
• Employees may see the enrichment process as just an attempt to get them to do more work .If employees are just not able to cope frustration.
• Managers must accept reduced control and supervision .Enrichment must be to be workers `.

Training and Development

• Most businesses offer schemes for the training and development of their employees.

Training and Development, Benefits and Limitations

• Benefits. There are improving Employees will increase .Training is the develop potential recognition`.
• Limitations: Employee are from the case Competitors benefits programsfrom the better is and paid the case competitors is can business leaving Employees from.Training can be expensive the of.Training can be expensive can lead to Discourages for .Training can from the program