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Management

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Management
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Management
Question oneThe two-factor theory
The theory by Herzberg proposes that there are various factors at the workplace that causes job satisfaction as well as other distinct factors that cause job dissatisfaction (Herzberg, 1959). The theory argues that job satisfaction does not rely on the hierarchy/ lower level upgrading, but motivation is believed to be a psychological process. Herzberg proposed that work two sets of job characteristics need to be taken care of to prevent achieving undesirable dissatisfaction possibilities when achieving job satisfaction. The theory indicates that improving job attitude as well as productivity, requires the management to take into account all factors to avoid unpleasurable dissatisfaction (Herzberg, 1959).
Three Needs Theory,
This theory resembles the Maslow’s hierarchy of needs, but it has three motivational aspects that entail the need for power, affiliation, and the need for achievement (Steers, Porter & Bigley, 2003). The need for achievement theory refers to individuals who like to avoid both high and low-risk activities as they like to get positive feedback on their performance. The need for achievement target to be promoted and this makes them motivated. Individuals that seek the need for affiliation group like to create social interactions and to relate well with their colleagues (Pugno, n.d.). Most of the individuals who seek gratification in the form of affiliation maintains the culture of the job place and avoid risky activities since they are motivated by the achievement in creating good relationships at the workplace.

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People who prefer to get promotions and gain power are motivated to work hard. They remain discipline and more responsible in their group to attain recognition and the ability to be more influential over others.
Recommendation
From the theories above, the management needs to analyze the employees to understand their motivating factors. The management also needs to use the performance of their employees to give awards and promotions to motivate every employee basing on their contribution.
Question Two
The management is likely to have considered monitory payment as a form of motivation that does not go well with the employees. The Maslow hierarchy theory of needs shows that employees target to achieve the highest level of their work by working hard to attain promotion to have job security (Steers, Porter & Bigley, 2003). According to the theory, employees need to get satisfied both psychologically as well as to move from one point to another throughout their work.
Question Three
Employees do not necessarily consider an increase in salaries as a motivation factor. Basing on the theory of three needs, some employees get satisfied by achieving their target, getting too powerful positions in the firm and through the attainment of the affiliation. Some of the employees are bored simply because their need for affiliation is not considered. There might be cases of job dissatisfaction resulting from the activities of the other employees who deviate from the culture of the firm. Similarly, some of the employees might have been very anti-social making those who are very social to be dissatisfied at their workplace (Pugno, n.d.). The management needs to post questionnaires about satisfaction job approach that employees prefer. The approach will help the management to identify various groups to take care of their needs accordingly.
The management can improve job satisfaction for those employees who prefer promotional opportunities and power by awarding higher positions in the management structure basing on their achievement, contribution as well their academic qualifications. The two-factor theory can also be used to ensure employee satisfaction when the management considers factors that affect both the satisfaction of employees as well as the dissatisfaction criteria. Employee satisfaction needs the management to be all round in when evaluating the contribution of employees and their job satisfaction.
References
Herzberg, F. (1959). The motivation to work. New York: Wiley.
Pugno, M. Job Performance and Job Satisfaction: An Integrated Survey. SSRN Electronic Journal. http://dx.doi.org/10.2139/ssrn.1402566
Steers, R., Porter, L., & Bigley, G. (2003). Motivation and work behavior. New York [N.Y.] [etc.]: McGraw-Hill.

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