ACTIVITY 2.4.2 WHAT PEOPLE WANT FROM WORK of ten I was asked by the principal of

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ACTIVITY 2.4.2 WHAT PEOPLE WANT FROM WORK of ten I was asked by the principal of my university to help form a lecturers to discuss holiday dates, student enrolment and wa to check on the that we would of lectures. He told us that it was a very important committee, receive recognition We had for our time and that our views would influence future decisions We heard nothing back-no feedback, no thanks and no decisions made on our recommendations. I would not do it again if I was asked. many meetings, agreed and wrote a report and sent it to the principal about the degree to which the extra effort they put into attending these meetings would be responded to by the principal. Can you understand how demotivated these lecturers were? They had been misled According to Bob Nelson, a reward and motivation guru, giving people what they want from work is quite easy- even though it depends on the type of work situation and on the individual person. He thinks that people want: some control of their work -job enrichment; responsibility for a well-defined task e recognition for achievement to receive feedback and to understand how managers take decisions-good communications from management and some participation opportunities the opportunity for growth and development- education, career paths, team working e leadership- providing clear expectations, structure and appropriate rewards if these expectations are met. Of course, money is important, but once workers have satisfied their essential needs from money, they look for other things from work-according to Susan Heathfield (http://humanresources.about.com), 'Most people want involvement in decisions that affect their work. People who contribute ideas should be recognised and rewarded. True employee involvement is based on the expectation that people are competent to make decisions about their work every single day on the job.' 22 marks, 44 minutes 1. Analyse how the two sets of views can be applied to the work of Herzberg or Pink. 2. Discuss how the views contained in the case study could be applied in practice to: a. a hospital b. a clothing factory c. teaching staff at a school or college. Exam tip: When there is a question about motivational theorists, try to do more 14] than just list their main findings -apply their ideas to the business situation given.

Explanation / Answer

Hertzbergs two factor theory states that there are certain factors at workplace which cause satisfaction and there a set of other factors which causes job dissatisfaction and demotivation. He termed these factors as Hygienic and Unhygienic factors.

Based on this theory and the given case find below the list of hygienic and unhygienic factors:

Motivating factors:

Demotivating factors:

As per the given case study- Susan Heathfield “Most people want involvement in decisions that affect their work. People who contribute ideas should be recognised and rewarded.

As per Mc Clelland’s theory people work to cater to one of the three needs – Need for achievement, Need for power and Need for affiliation.

McGregor’s theory of X stating that people by nature do not like work they have to be pushed, theory Y stating that people actively participates in work to bring desired outcomes. Theory Z is a contrast to both the above ones.

Vroom’s Expectancy theory states that people will be motivated to put in high efforts in their work if they know that their efforts will be recognised and rewarded on time.

In a Hospital or Clothing Factory or for the Teaching Staff at a school or a college to motivate employees we may follow the below mentioned guidelines:

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