Section A – Question 1
The definition of motivation, according to Buchanan and Huczynski (2010), is the cognitive decisionmaking process through which goal-directed behaviour is initiated, energized, directed and maintained. Motivation is the technique of ensuring that an employee works hard because they want to do it and no one has had to force them. A motivated employee will be more dedicated to their work and will work harder and be more focussed.
Siemens uses non-financial rewards such as training, development, empowerment, job enrichment, job enlargement, and a high performance culture.
An unmotivated workforce will effect a company by having a negative effect on how efficiently an employee works. This negativity can be costly to a company, arising to poor productivity and low morale which may lead to high absenteeism and a high turnover of staff which would then result in the cost of recruiting and training on a regular basis. It is more effective for a company to keep their workforce motivated as this is far more likely to result in the company achieving growth. An unmotivated workforce could also affect the reputation of a company as an employer, making it difficult for a company to be able to recruit the best talent available.
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Siemens benefits from ensuring that its workforce is motivated by achieving higher productivity per employee – a motivated employee is also more likely to improve product quality or customer service.
Siemens will benefit from lower levels of absenteeism and lower levels of staff turnover as employees are content with their working lives. This leads to lower recruitment and training costs. During periods of change (such as the relocation of the company) employees will be more adaptable and accommodating. A motivated workforce will lead to an optimistic attitude within the workplace.
Motivated employees are more likely to improve product quality or customer service.
Jayne Smith - Student No SMI12005078
FdA Business Management Year 1
Section A – Question 2
Maslow’s Hierarchy of Needs theory can be related to Siemen’s as they understand that an employee needs to have their basic needs met before they can start to reach for selfactualization. Siemen’s are assisting with the “esteem” level of Maslow’s pyramid by ensuring their employees achieve self esteem through work by helping them to develop themselves with training and development programmes. Siemens assist employees to reach self actualization by encouraging employees to take responsibility for their own jobs and offering training and development opportunities which can extend employees capabilities. (See Fig1, Appendix 1 for Maslow’s Hierarchy of Needs Pyramid.)
“Abraham Maslow developed the Hierarchy of Needs model in 1940-50s USA and the
Hierarchy of Needs theory remains valid today for
