• The link between good motivation levels and good results, be it for a business or a student are clear:

  • • • HIGHLY MOTIVATED STAFF have HIGH PRODUCTIVITY and this REDUCES UNIT COSTS. Motivated employees will be keen to stay with the firm, REDUCING THE COSTS OF LABOUR TURNOVER. They will be more likely to OFFER USEFUL SUGGESTIONS and to contribute in ways other than their contractual obligations. They will often ACTIVELY SEEK RESPONSIBILITY. 

      • DEMOTIVATED STAFF/STUDENTS have HIGHER RATES OF ABSENTEEISM, LATENESS, PRODUCE POOR QUALITY WORK, can be CARELESS, COMPLAIN MORE, and ARE SLOW TO RESPOND TO INSTRUCTIONS. Sound familiar????

Copy and paste the above text and change it so it explain why motivation is important in teaching staff.

"Highly motivated teachers have higher productivity in that their better teaching quality attracts more students to each class which reduces unit cost, in addition..., in contrast demotivated teachers leads to..."   

• Explain your own motivations for wanting to get a Level 7 in your IBDP Business Management, include one intrinsic and one extrinsic form of motivation and include definitions.

• TASK 1: Find your own animated gif online showing a repetitive work task. Then save it and then upload HERE and add the appropriate text, then save and insert it into your google notebook. Next to it write a paragraph defining TAYLORISM and explain how it could be applied to your picture.

• TASK 2: From the following list of jobs say what you could measure to find out how effectively the employees are working (how much output they are producing?)

  • • • • Car production workers = Number of cars per hour

        • Shop assistant = ?

        • Waiter = ?

        • Teacher = ?

        • Police officer = ?

        • Soldier = ?

        • Baker = ?

        • Student = ?

• TASK 3: Are there any jobs from the list for which output is difficult to measure? If so, explain why it is difficult to measure their output in each case. If you cannot measure workers' output how can you pay them more money if they work harder or more effectively? Does this present problems for modern economies today where the majority of the workforce work in service sector jobs? 

• TASK 1: Create your own hierarchy of needs FOR A STUDENT or for a person/profession of your choice like the Mo Salah example above. Then save it and insert it in your digital notebook.

• TASK 2: Copy the text below into your digital notebook an Identify which of Maslow's needs are being satisfied for each of the employees below. Explain the reason for your choices:

• Martin works as a farm laborer for a rich landlord. He is a small house on the estate and allowed to grow his own food on a piece of land next to the house. He grows enough food to feed himself and his family and is paid a small wage, which pays for the other needs of the family such as clothes, shoes, and medicines. 

• Peter works in a car factory on the assembly line. He works in a team of other workers welding the car body together. He is also a member of the company football team. He is well paid and his family can afford quite a few luxuries. 

• Anna has a degree in business management and professional qualifications in human resource management. She is the human resource manager of a large company. She has her own office with her name on the door and is in charge of the rest of the human resources staff. She works long hours but feels it is worth it if the right employees are recruited to the company. 

• FREDERICK HERZBERG'S motivation theory was based on his study on engineers and accountants in the US. He isolated TWO SETS OF 'NEEDS', the first was 'ANIMAL NEEDS', which he termed 'HYGIENE FACTORS', and these were what workers needed to NOT FEEL DEMOTIVATED, these included

  • • • STATUS

      • SALARY

      • SECURITY

      • WORK CONDITIONS

      • RELATIONSHIPS

however for workers to be motivated beyond this point, they need to have their 'MOTIVATIONAL NEEDS' met, which included:

• ACHIEVEMENT

• RECOGNITION

• PERSONAL GROWTH

• PROMOTION 

• Company A employs 100 workers taking telephone orders and making calls to potential customers. The company thinks it treats its workers well. The offices they work in a well lit, warm but not too hot, a salary is similar to the pay in other similar jobs, supervisors are polite and keep checking the work of the employees. 

• The workers are told what to do and have no opportunities for promotion. There was no recognition of workers who have done well in their jobs. The management is worried because the workers do not seem to be particularly happy and have not increased their productivity. There is a high labour turnover. 

• Q. Why do you think the workers might not be happy in their jobs? Suggest ways the management might increase the motivation of their employees.  

• Mc CLELLAND'S Acquired Needs Theory is closely related to motivation as it proposes that individuals are motivated by THREE PRIMARY NEEDS which drive behavior and influence the goals individuals set and the way they interact with others. 

• By understanding these needs, leaders or managers can tailor their approaches to help individuals feel more engaged and motivated, aligning tasks with the needs that drive each person. 

  • • • The Need for Achievement (nAch) which refers to the need to do well and succeed. People with a high need for achievement love setting goals and working hard to reach them.

        • • Example: Think of someone who always wants to score the most points in a game or get an A+ on every test. They enjoy challenging themselves and feel great when they accomplish something tough.

      • The Need for Affiliation (naff) which refers to the need to make friends and be part of a group. People with a high need for affiliation want to be around others and feel included.

        • • Example: Imagine someone who loves spending time with friends, joining clubs, and making sure everyone feels happy and connected. They focus on teamwork and helping others.

      • The Need for Power (nPow) which refers to the need to influence and lead. People with a high need for power like to be in charge and help guide others.

        • • Example: Think of a team captain who loves planning strategies and helping others stay focused, or someone who wants to be class president. They like making decisions that help the group succeed.

• Each person has different amounts of these needs, so people are motivated by different things!

• Taking on the role as head of HR, explain how an understanding of Mc Clelland's Aquired Needs Theory will help motivate teachers at TES and suggest strategies that could be used?

• "In order to motivate teachers @TES it is important for us to understand Mc Clelland's Acquired Needs Theory as it is closely related to motivation as it proposes that individuals are motivated by three primary needs which drive their behavior. For teachers who have a strong need for achievement we should try to motivate them through....,..."

• SELF DETERMINATION THEORY (SDT) refers to a psychological framework that explains how workers are motivated to engage in tasks because they find them enjoyable and satisfying rather than for external rewards if their basic INTRINSIC PSYCHOLOGICAL NEEDS are met:

  • • • • AUTONOMY: Feeling in control of their actions and decisions, where choices align with personal values and interests.

        • COMPETENCE: Feeling skilled and capable, where they gain a sense of mastery over tasks.

        • RELATEDNESS: Feeling connected to others, where supportive relationships foster a sense of belonging.

        • Fulfillment of autonomy, competence, and relatedness fuels intrinsic motivation, leading to greater engagement, creativity, and persistence. SDT shows that environments supporting autonomy, competence, and relatedness enhance motivation quality, leading to better performance and satisfaction across various contexts like work, education, and sports.

• Continuing your role as head of HR, explain how an understanding of Self-Determination Theory will help motivate teachers at TES and suggest strategies that could be used?

• "In order to motivate teachers @TES it is important for us to understand Self-Determination Theory as it is closely related to motivation as it proposes that individuals will be motivated by having three psychological needs met. For teachers who we can give them autonomy by...,..."

• EXPECTANCY THEORY (Proposed by Victor Vroom) suggested that an employee will exert more effort when they believe that their increased effort will result in a positive reward. He isolated THREE BELIEFS that must be met for this to be the case;

  • • • • Firstly, they must DESIRE SOMETHING either intrinsic like money or extrinsic like promotion or praise. (This is called 'VALANCE')

        • Secondly, they must have the SELF-BELIEF that they HAVE THE ABILITY to raise their efforts to a given level of performance. (This is called 'EXPECTANCY')

        • Finally, they must have the CONFIDENCE that they will actually get what they desire, when they raise their performance (This is called 'INSTRUMENTALITY')

• Therefore, according to Vroom, MANAGERS SHOULD TRY TO ENSURE THAT EMPLOYEES BELIEVE THAT INCREASED WORK EFFORT => IMPROVED PERFORMANCE => LEAD TO VALUED REWARDS.

• • John Adams’ EQUITY THEORY is built on the belief that employees become demotivated and feel 'UNDER-REWARDED' towards their jobs and employer due to TWO related issues of fairness:

    • • • • Firstly, IF THEY FEEL THAT THEIR INPUTS in terms of their EFFORTS, LOYALTY, COMMITMENT etc... ARE GREATER THAN THEIR OUTPUT in terms of INTRINSIC and EXTRINSIC REWARDS such as FINANCIALS, RECOGNITION etc...

          • ...and secondly, IF THEY FEEL THAT THEIR INPUTS to OUTPUT RATIO is UNFAIR RELATIVE TO OTHER WORKERS RATIOS. 

• In other words it recognises that INDIVIDUALS ARE CONCERNED WITH BOTH 

  • • • • • 1) the absolute amount of rewards and... 

          • 2) the relationship of that amount to what others receive.

• Do you feel under rewarded for all you hard work in IBDP Business Mgt.? All those long hours of revision, late nights. Do you think your are treated unfairly by your mates who let you carry them in group work etc...? Now's your time to vent, let it all out by rephasing the text above to reflect your frustration at having an input to output imbalance. 

• "I have been so loyal to my group, never leaving even though the other groups are begging me to join....."

• LABOUR TURNOVER is equal to THE NUMBER OF EMPLOYEES LEAVING AS A % OF THE NUMBER OF PEOPLE EMPLOYED. Usually if this rate is rising it could suggest employees are discontented, low morale and, possibly, a recruitment policy that leads to the wrong people being employed. 

• Evaluate the benefits and drawbacks of having a high turnover at TES:

"A high turnover of teachers can be beneficial as it implies we are removing the worst teachers who are useless at their jobs and replacing them with better teachers raising overall teaching quality, furthermore..."

• FORMATIVE APPRAISAL is employed by supervisors not only to monitor an employee’s progress but also to support and PROVIDE GUIDANCE FOR IMPROVEMENT, It typically involves 'QUALITATIVE FEEDBACK' (information or opinions that are expressed using words and descriptions instead of numerical data) that focuses on the details of performance and ways of improving it. It SHOULD BE A SUPPORTIVE LEARNING PROCESS FOR THE EMPLOYEE and there should be no sense of overall failure or success. In essence, the goal of formative assessment is to GATHER FEEDBACK THAT CAN BE USED BY THE SUPERVISOR TO GUIDE IMPROVEMENTS.

• SUMMATIVE APPRAISAL In contrast, is to MEASURE THE LEVEL OF AN EMPLOYEE'S SUCCESS OR PROFICIENCY IN MEETING SOME BENCHMARK. To be effective, these benchmarks should have been discussed and agreed with each employee before the time period over which assessment is to be made. The outcome of a summative assessment could be used to influence an employee’s pay grade, annual bonus or chances of internal promotion.

• 360-DEGREE-FEEDBACK as the name suggests refers to APPRAISAL FEEDBACK THAT IS OBTAINED FROM MULTIPLE SOURCES (‘all around’ the worker), including not only their direct supervisor but many other people who come into contact with them such as; the employee’s ‘line’ work colleagues, subordinates, supervisors, and internal and external customers.

• EMPLOYEE SELF-APPRAISAL, involves ASKING THE EMPLOYEE TO SELF-EVALUATE his or her job performance. Typically, prior to meeting with an employee, the supervisor will ask the employee to COMPLETE AN EVALUATION FORM. This will be used as a basis for discussion during the annual performance review meeting. Then at the meeting, the manager and employee discuss the self-appraisal results, and negotiate final evaluations based on both the manager’s perceptions and those of the employee. Self-appraisal or self-evaluation results should be used after discussion and negotiation.

• Throughout your school life you have surely heard teachers say "It's only formative, don't stress...!" or "Pay close attention as this will be in your summative test!", or "Now write a self-reflection on your performance and set yourself some goals for next term" and did you know when significant behavioral issues occur all your teachers, coaches, tutors, even fellow students are asked for feedback on your performance. But what's the reason why?

• Using the information above complete the following sentences in your digital handbook. You do not have to include personal examples, just make sure you differentiate accurately between them, with an example,

• "As students @TES, we are regularly appraised: For example we regularly get formatively appraised when we do formative assessments in class, such as Q & A sessions, after which the teacher will...[Explain how and why this type of appraisal is used]." 

• "Furthermore, we receive summative appraisal when we, sit for end of unit assessments, these are considered summative rather than formative as they are used to....,..." 

• "We also receive 360-degree appraisal whenever we are having issues school-wide such as..."

• "Finally, we are sometimes asked by the school to self-appraise our own performance, such as when we are doing AWE assessments for wellbeing or reviewing our SMART goals...this is useful because...." 

"DO WE HAVE ANY VACANCIES TO FILL?"

• The initial stage of the recruitment process is to conduct a JOB ANALYSIS. This stage of the recruitment process occurs after HR establishes which staff are leaving and what vacancies need filling.

• E.G 'We need a IGCSE Business Studies Teacher for Aug 2025'

• Imagine you have done a 'JOB ANALYSIS' for TES and realise that they are need of a new 'F/T BUSINESS studies TEACHER', for the next academic year. It is your job to CREATE a JOB DESCRIPTION and a JOB SPECIFICATION for this position to be posted on the school website.

• Use the ABOVE examples as guides to create both documents.

• Save the as image files and upload to the padlet link below.

• Or alternatively you can choose your own position, here is a list!

  • • • • • • PANDA NANNY POSITION

            • HEAD SHARK WRANGLER POSITION

            • CHIEF ASTRONAUT POSITION

            • POLICE CAPTAIN

            • HEAD CHEF @ HELL'S KITCHEN

            • BOUNTY HUNTER

            • LEGO SCULPTER

            • BEER TASTER

            • ISLAND CARETAKER

Source: 'The best jobs in the World'

BE PREPARED TO SHARE ON THIS PADLET!!!

BEST ONES GET UPLOADED TO THE SITE, WAHAY!!!

• It is quite common policy for firms to INITIALLY RECRUIT INTERNALLY for positions, and only RECRUIT EXTERNALLY if no suitable candidate can be found. Now imagine you are the Head of HR and you are quizzed a to why this is the approach you take. Justify your answer, using the pros and cons listed above: 

• "When a position becomes available within the company we often prefer to advertise it internally for the following reasons...., however,. this can sometimes be problematic because..."

Let's apply these payment systems to a player at Liverpool FC:

Salary: The player receives a fixed amount of money on a regular basis, typically monthly or annually, regardless of their performance on the pitch. This provides financial stability and security for the player.

Wage:

Time-based wage rate: The player receives a base wage for each hour of training or playing time they put in.

Piece rate: In addition to the base wage, the player may earn additional payments based on specific achievements, such as scoring goals or providing assists during matches.

Commission: The player may receive a commission for achieving certain milestones or targets, such as winning league titles, domestic cups, or individual awards like Player of the Month.

Performance-related pay: This system ties the player's earnings directly to their performance on the pitch. For example, they may receive bonuses for scoring goals, keeping clean sheets, or making successful tackles.

Profit-related pay: The player may receive a share of the club's profits, particularly if they contribute significantly to the team's success in terms of ticket sales, merchandise revenue, or sponsorship deals.

Employee share-ownership schemes: The player may be offered shares in the club as part of their compensation package, allowing them to benefit from the club's financial success in the long term.

Fringe payments (perks): The player may receive additional benefits or perks as part of their contract, such as housing allowances, transportation arrangements, or access to club facilities like gyms and leisure facilities.

By offering a combination of these payment systems, Liverpool FC can attract and retain top talent while incentivizing players to perform at their best on the pitch and contribute to the club's success both on and off the field.

Let's apply these payment systems to a player at Liverpool FC:

Salary: The player receives a fixed amount of money on a regular basis, typically monthly or annually, regardless of their performance on the pitch. This provides financial stability and security for the player.

Wage:

Time-based wage rate: The player receives a base wage for each hour of training or playing time they put in.

Piece rate: In addition to the base wage, the player may earn additional payments based on specific achievements, such as scoring goals or providing assists during matches.

Commission: The player may receive a commission for achieving certain milestones or targets, such as winning league titles, domestic cups, or individual awards like Player of the Month.

Performance-related pay: This system ties the player's earnings directly to their performance on the pitch. For example, they may receive bonuses for scoring goals, keeping clean sheets, or making successful tackles.

Profit-related pay: The player may receive a share of the club's profits, particularly if they contribute significantly to the team's success in terms of ticket sales, merchandise revenue, or sponsorship deals.

Employee share-ownership schemes: The player may be offered shares in the club as part of their compensation package, allowing them to benefit from the club's financial success in the long term.

Fringe payments (perks): The player may receive additional benefits or perks as part of their contract, such as housing allowances, transportation arrangements, or access to club facilities like gyms and leisure facilities.

By offering a combination of these payment systems, Liverpool FC can attract and retain top talent while incentivizing players to perform at their best on the pitch and contribute to the club's success both on and off the field.

Let's apply these payment systems to a player at Liverpool FC:

Salary: The player receives a fixed amount of money on a regular basis, typically monthly or annually, regardless of their performance on the pitch. This provides financial stability and security for the player.

Wage:

Time-based wage rate: The player receives a base wage for each hour of training or playing time they put in.

Piece rate: In addition to the base wage, the player may earn additional payments based on specific achievements, such as scoring goals or providing assists during matches.

Commission: The player may receive a commission for achieving certain milestones or targets, such as winning league titles, domestic cups, or individual awards like Player of the Month.

Performance-related pay: This system ties the player's earnings directly to their performance on the pitch. For example, they may receive bonuses for scoring goals, keeping clean sheets, or making successful tackles.

Profit-related pay: The player may receive a share of the club's profits, particularly if they contribute significantly to the team's success in terms of ticket sales, merchandise revenue, or sponsorship deals.

Employee share-ownership schemes: The player may be offered shares in the club as part of their compensation package, allowing them to benefit from the club's financial success in the long term.

Fringe payments (perks): The player may receive additional benefits or perks as part of their contract, such as housing allowances, transportation arrangements, or access to club facilities like gyms and leisure facilities.

By offering a combination of these payment systems, Liverpool FC can attract and retain top talent while incentivizing players to perform at their best on the pitch and contribute to the club's success both on and off the field.

• JOB ENLARGEMENT means expanding the variety of tasks or activities someone is responsible for, giving them a broader range of duties within their role.

  • • • Example: A student could be given additional roles in class beyond their usual assignments, such as helping to organize classroom materials, assisting the teacher with technology setup, or supporting a peer with homework. For teachers, this could mean assigning them extra responsibilities like overseeing a new student club or managing classroom resources.Job Enlargement: In a school, job enlargement could mean giving students or teachers additional but similar responsibilities to make their roles more varied. For example, a student who excels in a subject could be given the chance to assist in tutoring peers in that subject, while a teacher could take on organizing extra-curricular clubs related to their teaching subject.

• JOB ENRICHMENT involves adding tasks that provide more responsibility, challenge, or personal development, making the work feel more meaningful.

  • • • Example: Students could be involved in leading part of a lesson or helping to design a class project, which allows them to explore a subject in more depth. Teachers might be given opportunities to take on leadership roles, such as being a mentor to new teachers or developing new curriculum content that enriches the school’s programs.

• JOB ROTATION involves moving between different tasks or roles within an organization to broaden skills and prevent boredom.

  • • • Example: Students might rotate through various responsibilities during group work, such as note-taker, presenter, and organizer, which helps them build a range of skills. For teachers, job rotation could mean alternating between teaching different grade levels or subjects to keep things interesting and allow them to grow professionally.

• Imagine the school is desperate to find teachers and has to make their contract offer really appealing. Can you list at least three types of financial rewards (be realistic) and at least three non-financial rewards that an international school teacher like Mr. Bounous (Wife + 2 kids) would need to be motivated to move from Singapore to TES.

• Remember TES ideally wants to not only attract teacher's to move country but they also they want them to stay a long time and sign multiple contracts...

• "In order to attract teachers to TES, the employment contract contains numerous financial and non-financial rewards. Financially the first reward is a salary, which must be competitive after tax, so possibly they offer to pay the tax?, in addition,..."

• This type of training is for BRAND NEW RECRUITS and is intended to MAKE THE WORKER FEEL WELCOME by introducing them to co-workers as well as COMMUNICATE IMPORTANT INFORMATION regarding HEALTH and SAFETY procedures as well as CORPORATE CULTURE ("How things are done around here")

• Imagine you are in charge of training staff @TES and you are deciding on the appropriate teacher training to offer; Mr. Bounous, Who is a very experienced IBDP/IGCSE teacher but lacks any experience in MYP 1 & S. 

• Write a letter to the HEAD OF HR, explaining which option you have chosen, justify it with a minimum of 3 advantages compared to a minimum of two disadvantages from the list above. Also mention how induction training will be advantageous.

  • • "Regarding the training of Robert Bounous, our new Business Mgt, Teacher we recommend the following types of job training firstly,..... Even though it means, (Disadvantages) I still think it is the best option. Furthermore, we will of course conduct induction training as...."