Wednesday, December 19, 2018

'Addressing Employee Motivation Essay\r'

'Executive Summary\r\n gobbler was seen to behave a loss of need at solve which was investigated. An compendium showed the main cause to be a inadequacy of communication from his film director, a need for power definition, and a lack of publicity for the success of his bear initiative. Recommendation is for tom’s manager to be informed so they are hopefully up to(p) to address these issues and retain and develop Tom’s skills.\r\nA problematic work situation relating to a HRM opinion in concur 2\r\n1.1 A description of the work problem\r\nTom has a well paid job as a labor manager.\r\nHe created an musical theme and initiated a get off to design and implement a website. After background knowledge up the design and defining the s bringholders, without discussion, a nonher soulfulness was brought in to chair the project meetings and keep hang back of actions for the software team. He felt a lack of clarity in his portion and without clear perplexity an d credit did non feel motivated to carry on the project as hard as before. hebdomadal work hours fell back to a convening 40 hours from 50 or 60, and his other ideas were not pushed to management with the same enthusiasm. Motivation was clearly falling. This face relates to need and Session 1 of mass 2 buns be used to analyse what motivates Tom to go to work.\r\nSee more: First meter for You Essay\r\n1.2 Analysis of my experience utilise my elect concepts\r\nTo understand Tom’s motivation train’s I have analysed his situation using Mas meek’s hierarchy of needs (1954) from session 1 (The Open University, B120 Book 2). According to Maslow, â€Å"a fulfil need is not a motivator”. matching which needs are met on the pyramid of five categories will give an indication of which unmet need should be a motivator.\r\nFigure [ 1 ] Maslow’s hierarchy of needs pyramid, and summary of Tom’s spot inside it. Figure 1 Maslow’s Hiera rchy of needs pyramid, and summary of Tom’s side within it.\r\nAccording to Maslow’s theory, Tom has reached the tertiary level, only if the lack of communication and feedback has stopped him achieving ‘ have in mind’. Maslow states that â€Å"Not meeting these needs has a prohibit effect on our mental health” and this could develop the low motivation that Tom’s behavior indicates. Tom was also under the impression that his idea and the quick success of the project would be denote by his manager and would open up opportunities to be involved in other senior projects within the business. This did not befall, and the senior management was not do aware of any plans to utilise Tom’s skills.\r\nIn fact Tom’s manager was based in another country and was a lot not reachable for consultation either by phone or email. This expectation and its failure to materialise also causes low motivation, as explained in the concept of a â €˜psychological contract’ from The Open University (2012). By applying this concept, we can understand that Tom had reason to bank that a prosperous project would lead to recognition and higher esteem within the company, and even though this was not part of a formal study contract. When this did not occur Tom felt his psychological contract had been violated, and that his hard work was inconsequential, leading to his low motivation to keep working hard.\r\n1.3 Proposed solutions to the problem\r\nThe analysis above has identified possible causes of Tom’s low motivation.\r\nWith this understanding of these reasons, each can be addressed with the right actions. .\r\n* Problem : Low motivation,\r\n* caused by : Perceived low likelihood of achieving Esteem (on Maslow’s hierarchy)\r\n* caused by : lack of communication about tasks.\r\n* classified as : Broken psychological contract\r\nIf we can determine the cause for the broken contract, we may be able to re store Tom’s motivation to work hard.\r\nAlso relevant is the Job quality Model from Hackman and Oldham cited by The Open University (2012) which lists five nerve center job characteristics that contribute to satisfying work. If Tom’s work is missing any of the core characteristics his view to his job could be affected. Figure [ 2 ]. Hackman & adenine; Oldham JCM\r\nThe lack of regular communication between Tom and his manager suggests that there is insufficient â€Å"Feedback from the Job”. B120, Book 2, Study session 4, highlights the importance of â€Å"Constructive feedback”, which â€Å"involves praising strengths and achievements”. Arranging another person to chair project meetings could also mean that â€Å"Task Identity” was not clear.\r\nTo solve these items, Tom’s manager should take the following actions: * clarify Tom’s role and tasks within the project\r\n* Provide regular opportunities for feedback and communic ation, including valuate of achievements when applicable. * Publicise Tom’s contributions to raise his profile in the senior management team and stop development of his career.\r\nRelevant Web sites\r\n (accessed 28-Nov-2012)\r\nThis shows how a successful company has used Maslow’s hierarchy and Herzbergs deuce factor theory to try to keep employee motivation high. Herzberg could be summarised as â€Å"If you want people to do a good job for you, then you moldiness give them a good job to do.” The multiplication is a reputable publisher which lends credence to this site, but this is a case study utilising the theories in this report, and not and original source.\r\n (accessed 28-Nov-2012) This site was elect because it contains some interesting definitions of motivation factors, and summarises a line of battle of different theories on analysing motivation in employees. The breeding is not verified but some theories confirm with other sources.\r\nReferences\r\nThe Open University (2012) B120 An introduction to business studies, Book 2 ‘An introduction to human resource management in business’, Milton Keynes.\r\nWeb source 1: dated unknown (accessed 28-Nov-2012)\r\nWeb source 2: dated unknown (accessed 28-Nov-2012)\r\n'

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