Syllabus: International Baccalaureate - Individuals and societies - Business management (Standard Level)
Module: Unit 2: Human resource management
Lesson: 2.4 Motivation and Demotivation

Introduction

This article supports the International Baccalaureate (IB) Business Management SL curriculum, specifically Unit 2.4: Motivation and Demotivation under Human Resource Management. Aligned with IB’s aim to develop students’ understanding of business functions in a global context, this unit introduces students to key motivation theories, strategies, and their organisational implications.

It supports Gatsby Benchmark 4 by linking curriculum learning directly to workplace realities, while fostering workplace readiness and decision-making skills through active learning methodologies.

Key Concepts

According to the IB syllabus for Standard Level Business Management, Unit 2.4 focuses on:

• Theories of Motivation: Understanding classical and modern theories such as Taylor (scientific management), Maslow (hierarchy of needs), and Herzberg (two-factor theory).

• Financial and Non-Financial Methods of Motivation:

  • Financial: Piece-rate, commission, bonuses, profit sharing, performance-related pay.

  • Non-Financial: Empowerment, job enrichment, job rotation, team working, recognition.

• Consequences of Demotivation: Poor performance, high absenteeism, low productivity, increased staff turnover.

• Strategies for Enhancing Motivation: Tailored incentives, organisational culture, leadership style, and work environment.

These topics encourage students to analyse and evaluate how motivational factors influence employee behaviour and organisational performance.

Real-World Relevance

The application of motivation theory is central to business success across sectors. For example:

• John Lewis Partnership uses profit-sharing and employee ownership as motivation tools, aligning with Herzberg’s motivators.

• Google employs non-financial methods such as job enrichment and flexible working, supporting Maslow’s higher-order needs.

• Amazon, despite its efficiency, has faced criticism for potential demotivation linked to high-pressure environments—sparking discussions around the trade-off between Taylorist efficiency and employee well-being.

These examples offer clear discussion points on how theory translates into practice and allow students to apply evaluative thinking using live case contexts.

How It’s Assessed

Assessment in IB Business Management at SL typically includes:

• Paper 1 (case study analysis): Students apply theoretical knowledge to a pre-seen business scenario. For 2.4, this may involve recommending motivation strategies based on employee feedback.

• Paper 2 (structured and extended response questions):

  • Command words: Define, explain, analyse, evaluate, justify.

  • Question styles:

    • Explain one advantage of using team working as a motivational method (4 marks).

    • Evaluate the effectiveness of using financial rewards in a service business (10 marks).

Strong responses demonstrate application of theory, structured argument, and reference to business context.

Enterprise Skills Integration

Motivation directly supports several enterprise capabilities:

• Decision-Making: Evaluating how different strategies affect motivation and productivity.

• Problem-Solving: Identifying causes of demotivation and proposing tailored solutions.

• Stakeholder Awareness: Balancing employee satisfaction with organisational goals.

• Strategic Thinking: Using motivational theories to guide HR decisions under uncertainty.

These competencies align with Enterprise Skills’ Decision-Making & Problem-Solving theme and prepare students to navigate complex workplace dynamics.

Careers Links

Motivation is not just a theoretical concept—it’s a critical part of modern leadership and HR roles. This unit connects clearly to:

• Relevant career paths:

  • Human Resources Officer

  • Line Manager

  • Organisational Psychologist

  • Operations Manager

• Gatsby Benchmarks:

  • Benchmark 4: Students connect theory with careers through real company case studies.

  • Benchmark 5: Sessions can include employer insights into motivation in real roles.

  • Benchmark 6: Simulation tools offer pseudo-workplace decision-making experiences around motivation.

Teaching Notes

Top Tips:

• Start with a relatable prompt: “What motivates you to work hard?” to personalise the topic.

• Use role-play or decision-making simulations (e.g. managing a team with low morale) to deepen understanding.

• Assign students to analyse motivation in part-time jobs, drawing connections to theory.

Common Pitfalls:

• Over-reliance on Maslow without critique—encourage discussion of its limitations (e.g. cultural bias).

• Confusing motivation with morale or satisfaction—reinforce definitions and distinctions.

Extension Ideas:

• Research and compare motivation strategies across industries (e.g. hospitality vs tech).

• Debate: “Financial rewards are the most effective form of motivation in the modern workplace.”

Tools from Enterprise Skills:

• Business simulations allow students to apply motivation theory in realistic HR scenarios.

• Skills Hub Futures sessions include activities on team dynamics, stakeholder needs, and decision-making, all of which can enhance learning in this unit with zero prep.