MGT Discussion

view attachments. question and response answers needed

o prepare for this Discussion, review the background material, including the reading and video on the Job Characteristics Model. You may also find the following short synopsis helpful:

Louis, D. J. (2016). 

Notes on the Job Characteristics Model

.

Also, read about Herzberg’s Motivation-Hygiene Theory:

http://www.netmba.com/mgmt/ob/motivation/herzberg/

Herzberg’s Theory suggests that pay and benefits are not motivators, because they do not satisfy the worker. (Who doesn’t want more pay or vacation time?) However, they can cause dissatisfaction if not sufficient.

Discussion Question

For Initial Post:

Respond to both of the following (a and b):

a. Consider a job you have held that you did NOT find motivating. What job characteristics were missing? How do you think that job could have been redesigned to enhance one or more job characteristics and increase its motivating properties

Note: If someone posts a response to one of your posts, you should engage with that person as appropriate—as if you were having a real-time conversation. For example, when someone has posted to your initial job characteristics post, go back and comment on whether or not the suggested changes would have made you feel more motivated. Why or why not?

b. Critically compare and contrast the Job Characteristics Model with Herzberg’s Motivation-Hygiene theory. What factors leading to satisfaction (motivators) can be aligned with Job Characteristics or Critical Psychological States? Do you think any of Herzberg’s dissatisfiers (hygiene factors) align with Job Characteristics or Critical Psychological States? If not, what, if anything, does this tell you?

Hi Class,

Being in the navy, you literally will hold one job for the entirety of your career, however, there are different variations of that job. This depends on the rank, the schooling, and even the position of your orders. In the end, It is the same job. In my case I will speak on the variations of my job. Being in Aviation Administration I am human resources, but for aircraft and personnel. I ensure that all of the paperwork i.e. maintenance, inspections, parts are all current, along with miscellaneous office duties. I can range from being a Logs and Records clerk, to a Database Analyst, to a Maintenance Control Safe for Flight releaser—just to name a few. In this case I will discuss the time I was an AADB clerk. To do this job, it is as easy as just getting the flight information from the pilots and logging it while doing various tasking from the Safe for Flights. You have no task identity, no task significance, and very little feedback. This is a job specifically reserved for E-3 and below, or sailors that have to wait for job assignment, like Support Equipment manager. As an E-5 put in this assignment, I felt this was a detriment to my growth, because it had no real impact on my experience as a leader. Although I had just check into the command, it always felt like I was getting looked over, or my work didn’t matter. In reality, there aren’t many ways to improve this position, if given to a certain rank. It’s not like you would want to be recognized as an e-5 or above that literally logged flights or just updated schedules on a board. To an airmen(E-1 to E-3) you can bolster the autonomy in this position to give it more of a sense of purpose. Maybe even show the command why this position is necessary to the command and to reward the person in this position with more recognition, by giving more feedback. In reality just being an “AZ” is hard enough—in comparison to the maintainers.

Looking into Herzberg’s satisfiers, I can see that you can link responsibility with autonomy, recognition with feedback, work itself with task significance & identity, and skill variety with growth. On the contrary, the dissatifiers also can align with psychological states. The ones that stick out to me the most are your relationship w/boss vs. experienced meaningfulness of work, and your relationship with peers and your responsibility for work outcomes.

 

                                                                 

References

Louis, D. J. (n.d.). Notes on the Job Characteristics Model. /https://tlc.trident.edu/content/enforced/178048-MGT5012021JAN18FT/Notes%20on%20the%20Job%20Characteristics%20Model

N, D. (n.d.). Herzberg’s Motivation-Hygiene Theory (Two Factor Theory). Retrieved January 18, 2021, from 

http://www.netmba.com/mgmt/ob/motivation/herzberg/

-Keyonn

less

Response 2

I used to be a Radiographer at a Military Treatment Facility (MTF). The job itself was fun because you were the first one to find something broken or that was missing. It was one of the best jobs I ever had, but something was missing. As a radiographer at an MTF, I am only required to do just do that. I will get the patient in the room and get them out. I used to say that I don’t have a patient, the current patient in my room belongs to the nurse waiting outside the door. I was missing the hands-on part of healthcare; I was missing the patient provider relationship. Because prior to becoming a radiographer, I was trained to take care of the sick and injured. Since they had quite a few of us, we should have been assigned 3 to 4 patients to take care of. My skills would have stayed sharp both as a radiographer and like fully trained medical personnel. Before anyone asked, a radiographer is another way of saying radiologic technologists (X-Ray tech).

The Job Characteristics Model and Herzberg’s Motivation-Hygiene theory are making the same arguments but saying it different. For example, under leading to dissatisfaction, Herzberg listed supervision. While the Job Characteristics Model is talking about autonomy to have a job holder freedom. I do not think Herzberg’s dissatisfiers aligns with Job Characteristics or Critical Psychological States. This is telling me something we already knew. It’s not the job, you just must treat everyone as an individual.

 

References:

N, D. (n.d.). Herzberg’s Motivation-Hygiene Theory (Two Factor Theory). Retrieved January 18, 2021, from http://www.netmba.com/mgmt/ob/motivation/herzberg/

V

background reading

Required Sources

Values, Attitudes, and Perceptions 

Often, we assume that the way we perceive and experience the world is the same way other people do. This assumption is false and can lead to ineffective leader and manager behaviors. Understanding how attitudes and perceptions influence individual behavior and performance at work is important to organizational study. Read how personality, values, perceptions, and attitudes affect work behaviors.

Luthans, F., Luthans, K. W., & Luthans, B. C. (2015). Chapter 5: Personality, perception, and employee attitudes. In Organizational behavior: An evidence-based approach, 13th Ed., (pp. 102-129). Charlotte, North Carolina: Information Age Publishing. Retrieved from the EBSCO database in the Trident Online Library.

Many people believe that a happy worker is a productive worker, but research tells us that people can be highly satisfied with their jobs and still not get much done! Nevertheless, organizations have reasons to care about employees’ satisfaction with their jobs.

The following reading is an excellent explanation of the job satisfaction model and why it is important to maintaining a highly productive workforce.

Redmond, B. F. & Bower, C. P. (2015). Job satisfaction. In Work Attitudes and Job Motivation. Retrieved from 

https://wikispaces.psu.edu/display/PSYCH484/11.+Job+Satisfaction

Motivation and Job Design 

With a variety of values, perceptions, and attitudes, people are not motivated by the same things. The following reading summarizes key theories to help you understand what motivates you and those around you. Be sure to watch the 4-minute video at the start of the article.

Motivation and motivation theory (2015). In Reference for Business: Encyclopedia of Business(2nd ed.) Retrieved from 

http://www.referenceforbusiness.com/management/Mar-No/Motivation-and-Motivation-Theory.html

Learn about the importance of job design in creating and maintaining a work environment that employees will find motivating. See the following talk on the Job Characteristics Model of Motivation: 

Theories of Motivation: The Job Characteristics Model (2015). Retrieved from 

Goal Setting 

Since the 1960s, management scholars have touted the effectiveness of setting high, but achievable, goals in attaining high levels of performance from employees. The following article reviews goal-setting theory and how to put it into practice. 

Chin, D. (n.d.). How to motivate employees using E. A. Locke’s goal-setting theory. Retrieved from 

https://smallbusiness.chron.com/motivate-employees-using-ea-lockes-goalsetting-theory-24176.html

EPM. (2018, October 23). Locke’s goal setting theory of motivation [Video file]. Retrieved from 

Once we understand the power and potential of goal-setting, it is easy to overdo it. Here is a cautionary tale from the Harvard Business Review: 

High goals often improve performance, but they also exacerbate unethical behavior: In one research exercise, the participants given the hardest math problems were 84% likelier to cheat than other participants, on average. The researchers—David T. Welsh, of the University of Washington, and Lisa D. Ordóñez, of the University of Arizona—say that demanding tasks deplete people’s self-regulatory resources over time, and that managers should be aware of the negative organizational consequences of consecutive rigorous goals.

Source: Stat Watch (2014). Harvard Business Review, 92(6), 28. Available in the Trident Online Library.