Analyse the importance of employee motivation for the achievement of business objectives.

Mark scheme

Marking points from the official mark scheme (Feb/Mar 2016). The mark or mark type is shown in brackets.

1. [Level 4] Good analysis of the importance of employee motivation for achieving business objectives (7-8 marks)
2. [Level 3] Some analysis of the importance of employee motivation for achieving business objectives (5-6 marks)
3. [Level 2] Some explanation/application of the importance of employee motivation for achieving business objectives (3-4 marks)
4. [Level 1] Understanding of employee motivation (1-2 marks)
5. Motivation is said to have a direct impact on productivity and business efficiency.
6. A poorly motivated workforce can lead to poor organisation performance, such as: waste, poor quality, slow work, inconsistent work, high labour turnover.
7. A high performing workforce can lead to: high quality work, fast work, efficiency, reduced costs, loyal workforce.
8. Motivation is said to be the internal and external factors that stimulate people to take actions that lead to the achievement of a goal. It is the role of managers and leaders to ensure consistency between personal and corporate goals and objectives and to recognise how important personal and corporate motivation and morale is for achieving business success.
9. While answers may refer to the contribution of motivation theorists to organisations and managers, this question is about employee motivation and the achievement of business objectives, not about motivational theorists per se.
10. [Level 4] Effective evaluation of the view that managers and leaders perform very different functions in business organisations (9-12 marks)
11. [Level 3] Limited evaluation of the view that managers and leaders perform very different functions in business organisations (7-8 marks)
12. [Level 2] Analysis and some application of the view that managers and leaders perform very different functions in business organisations (3-6 marks)
13. [Level 1] Understanding of functions of managers and/or leaders (1-2 marks)
14. A reference to academic distinctions/theory relating to managers and leaders that suggest distinctive differences.
15. Managers seen as dealing with the operational 'now' – focus on control, efficiency – perhaps a reference to Mintzberg.
16. Leaders seen as concerned with strategy, the long term, the vision, the purpose and mission of the organisation – creativity, innovation, risk-taking – a more isolated role.
17. However, good answers will recognise that there is overlap – e.g. both need to motivate and affect the culture of the organisation.
18. Very often the same people in the organisation are leaders and managers.
19. It often depends on the size and nature of the organisation being managed and led and on the qualities of each leader and manager.
20. Lots of opportunity for evaluative comment.