Herzberg’s Hygiene and Motivational theory

According to Herzberg’s Hygiene and Motivational Principle, some occupational traits result in job fulfillment, while others result in job dissatisfaction (Miner 2015, p.61). Recognition, development, success, accountability, the style of employment, and progression are all examples of factors that contribute to job satisfaction. Supervisory, business policy, pay, work climate, welfare, status, and relationships with managers and coworkers are all examples of factors that contribute to job dissatisfaction. The dissatisfaction elements are described as the hygiene factors whereby even if they are dealt with, the employees will not be satisfied in addition to getting the motivation to work (Miner 2015, p.61).

In our case, the dissatisfaction factors include salary (no increment), status (no job promotions and reduction in pension scheme) and work environment (changes in working hours). Therefore, as the head of the team, to counter the demoralized state of my team to make sure that they proceed in a confident way and start to accomplish once again. The focus will have to be employed to the satisfaction facets; recognition, growth, achievement, responsibility, the type of work in addition to advancement. For example, focusing on their growth regarding knowledge and skills whereby they receive training on their areas of interest will increase their motivation to work. Also, delegating them important duties or responsibilities will motivate them to give their best in regards to quality. The perspective is to focus on the satisfaction elements instead of the dissatisfaction elements.

Unit 8

A performance improvement plan focuses on assisting employees who struggle,

But keeps into consideration of their previous performance (Phillip 2012, p. 286). It entails, documenting the issues on performance, formulating an action plan, reviewing the performance plan, setting up a meeting with employees, conducting a follow-up and the concluding the plan if the goals have been achieved. If either of the steps is missed, the chances are that the dedicated employee or employees will continue exhibiting poor performance (Phillip 2012, p. 286). The objectives should be clearly set such that the employee/employees under support are aware of what is expected from them (Phillip 2012, p. 286). Monitoring and assessing the progress of an individual motivates one to perform better especially after receiving positive feedback and also enables the supervisor to identify any roadblocks that might be affecting the performance (Phillip 2012, p. 286).

References

Miner, J.B., 2015, Organizational behavior 1: Essential theories of motivation and leadership, New York, Routledge.

Phillips, J.J., 2012, Return on investment in training and performance improvement programs, New York, Routledge.