GHA SHORT-ANSWER HOMEWORK ASSIGNMENT

Management
Student’s Name
Institutional Affiliation
Abstract
The general theory in human resource management dictates that employees are often dedicated to their jobs when there is a reward dangled to them, and when they receive satisfaction from their work. Hence, a suggestion that there should be an integration of a rewarding system and performance measurement model into the design of a job position is often peddled. The five core dimensions built into the job to enhance motivation and performance are defined by the level to which the role demands that workers use an array of talents and skills. This definition also includes the degree to which the position allows workers to holy finish their tasks, the level to which the post has a significant impact on their lives, autonomy, and feedback. These dimensions have a psychological effect on work, with the first three talking about how workers view their job, while the last two are all about the responsibilities of the worker to the position and colleagues.
Applies and Grievance Manager
Variety, decision-making authority and independence are core ways that add a challenge to a position and were part of my post as an Applies and Grievance Manager (Bipp, 2010). The applies and general manager is in charge of all business operations at a store, which includes customer service, sales, loss prevention, employee management and inventory control. From the onset, it is important to state categorically that the position indeed met both my physiological and growth needs.

As the leader in the store, it is essential that the manager has a responsibility to ensure that his or her deficiency needs are satisfied. This situation implies that, the environment is safe, and that the manager negotiates for better pay. I can confirm that this occurred. Second, this condition can lead to a productive climate where employees continue to horn their potential to the best of their abilities.
Conceptually, a failure would result in more frustration and could cause negligence from the manager because of low job satisfaction and a desire to walk away from the organization (Rich, Lepine & Crawford, 2010). Nonetheless, since the appliances and general manager was always secure, these fears never propped up. Consider a contrary situation where a person might work harder to obtain the security of employment, in this scenario; the individual would be unsatisfied with their job at the end. If the job security is still unmet, then the employee would undoubtedly seek greener pastures elsewhere or ultimately feel the burnout. The Applies and Grievance Management position provided considerable autonomy, and the freedom that came with the job and status was a significant and motivating factor to produce positive results day. It was indeed a self-motivating position.
There is a difference between practices that are empowering and rational motivational states. When a worker has been made aware of the difference they can make in the workplace, they may benefit more compared to a situation where they cannot lay claim to any positive outcome of their actions. Obviously, this position is under the direct supervision of the overall general manager, implying that it is not an entirely independent position. Different iterations of job design theories have emerged; however, the general trend appears to be one where teams are more independent in their contributions to the objectives of the organization. More emphasis should be placed on the value derived from the individual.
The position can receive empowerment through humanization of communication processes. It might be a problem recollecting, but technology is an instrument that can improve, and not weaken proper communication processes. Perhaps the organization can set an example when they leave sensitive communications to direct communications. The employers can also involve workers in goal setting and planning. Employees add value, awareness, ideas, and insight into the workplace. Perhaps the involvement can be done at the departmental level, where the employees share the most valued goals and direction of the organization. With the help of the workers, the organization can improve on goals that are both observable and measurable, and it can establish that the workers have a shared value of the positive outcome with people accountable for meeting set targets. When the organization shares a meaning and picture, then it has agreed to what is mostly the efficient and adequate deliverable. An empowered worker can then chart his or her individual course with autonomy.
References
Bipp, T. (2010). What do people want from their jobs? The big five, core self‐evaluations and work motivation. International Journal of Selection and Assessment, 18(1), 28-39.
Rich, B. L., Lepine, J. A., & Crawford, E. R. (2010). Job engagement: Antecedents and effects on job performance. Academy of Management Journal, 53(3), 617-635.