PSY 612_ 7-1 Discussion_ Pleasant Work and Motivation

.docx

School

Southern New Hampshire University *

*We aren’t endorsed by this school

Course

612

Subject

Business

Date

Apr 3, 2024

Type

docx

Pages

Uploaded by chichcuban

Herzberg referred to demotivators in the workplace as hygiene factors. Hygiene factors are conditions that, if present, do not motivate, but if absent, can be significant demotivators. Relying on specific examples from experience or scholarly writings, analyze one or more hygiene factors, address their impact on motivation, and consider strategies that could eliminate or reduce common workplace demotivators. When evaluating hygiene factors, which are characteristics that do not inherently stimulate motivation but can significantly reduce motivation if they are absent, some instances of these factors include company policies, supervisory relationships, the work environment, colleague and subordinate relationships, compensation and benefits, and job stability. It is crucial to note, however, that this list is not exhaustive. An organization that lacks established criteria or a well- planned framework may become fragile and less resilient. This might impede the company's capacity to attract and retain exceptionally skilled workers who are eager to devote their time, focus, and energy to the organization. Ignoring company regulations not only intensifies this susceptibility but also has the potential to further aggravate it. Noncompliance with certain concepts or frameworks by the company might result in the complete failure of the firm. This is because they have a tendency to get motivated easily and have a frequent need for external incentives. Consequently, we cannot depend on them in crucial circumstances (Herzberg, 2015). Engaging in work participation events, securing an annual pay raise, and cultivating robust connections with colleagues and/or senior executives are all excellent means of demonstrating reciprocal care in a corporate setting. According to Herzberg (2015), Orthodox job enrichment refers to the practice of incorporating motivators into a work environment. If provided with an instance of Herzberg's workplace hygiene variables and their influence on motivation, I would be able to illustrate a particular situation from my own work experience. As a gesture of employee gratitude, the hospital where I am employed provides gratis breakfast, lunch, and supper to all staff members working different shifts for a duration of one week. This was done as a way to demonstrate their appreciation for all the hospital's employed staff. Providing people with equal levels of authority and accountability and recognizing their contributions appropriately may also serve as a way to inspire and incentivize them (Byrne, 2006). These gestures have the ability to enhance morale, cultivate a feeling of gratitude among employees, and demonstrate that the company recognizes, values, and supports its personnel, regardless of their position. It is crucial for workers to see themselves in this manner. Although it is small in size, this team event has the ability to enhance the morale of the staff members. It functions as a means for senior executives to show their recognition of the workers' efforts and compensate them with food, incentives, or financial rewards. This distinction acknowledges the workers' diligent and unwavering commitment to regularly showing up for work and making valuable contributions to the team's achievements and growth. When analyzing the common factors that cause demotivation in the workplace, I can only provide insights based on my own experiences. I have identified three key observations: a

deficiency in acknowledgment, a sense of disregard or undervaluation, and insufficient guidance. Given my prior experience in the healthcare sector, this issue resonated deeply with me on a personal level. Throughout my tenure in the hospice sector, I experienced a distinct lack of acknowledgment and a sense of being underappreciated. The staff informed me that my lack of understanding in this specific field was solely due to the degree I received from my college. Due to the limited recognition and validation granted only to licensed clinical social workers (LCSWs) and those with a doctorate (PhD) degree, I felt inadequate. The transition in higher- level management, along with my new supervisor sharing the same perspective, heightened the difficulty of managing this scenario. Due to my lack of a degree, I faced restrictions inside a department that did not fully acknowledge and appreciate my skills. In their study, Lee & Lee (2022) discovered that work satisfaction had the greatest impact on the inclination to remain in a position. As a result, the department often held me responsible for any problems that occurred. Lee & Lee (2022) identified many internal elements that influence the intention to stay in a job, including communication, resilience, workplace harassment, and job satisfaction. References Byrne, M. (2006). The implications of Herzberg's" motivation-hygiene" theory for management in the Irish health sector. The health care manager , 25 (1), 4-11. Herzberg, F. (2015). Motivation-hygiene theory. In Organizational Behavior 1 (pp. 61-74). Routledge. Lee, J. Y., & Lee, M. H. (2022, March). Structural model of retention intention of nurses in Small-and medium-sized hospitals: based on Herzberg’s motivation-hygiene theory. In Healthcare (Vol. 10, No. 3, p. 502). MDPI.

Your preview ends here

Eager to read complete document? Join bartleby learn and gain access to the full version