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When examining the main problems identified within the case study it is important to recognize that job design, motivation and leadership are related and that they directly affect one another. ...
The concept of job design is ‘ the shaping of particular jobs, with regard to how narrow or broad the tasks associated with the jobs are and the extent to which job holders exercise discretion in carrying out those tasks’ (Watson 2002:302). This theory helps us to understand why problems arose in the HB department. ... Furthermore, the men in production became bored rapidly carrying out the same monotonous tasks daily and were resentful that the physically harder jobs were not financially recognized, ensuing diminished motivation. ...
Further examples of problems with job design was found within the packing room where workers would either be allocated to different jobs such as cleaning within the room, or be transferred to a different department if there was not sufficient sweets to be packed. ... A similar problem was evident within the production room during ‘busy’ and ‘slack’ periods, in which unskilled employees would be drafted in to help or employees would be transferred to other departments and given the worst jobs
As mentioned, job design is closely linked to the Equity theory of motivation developed by a theorist called Adams (1963,1965). The Equity theory of motivation illustrates how ‘work behaviour is influenced by how people perceive their situation after comparing their ‘implicit contract’ with the employer to that of other members of the organization’ (Watson 2002:298). Similar to this theory are the Expectancy theories of work motivation developed by Vroom (1964) and other various theorists. ... This theory has been particularly useful in defining the realistic ‘ wants’ of employees and expectations that employees bring to their jobs, rather than the ‘ needs’ of employees. There are several conditions that are needed in order for successful motivation to occur. These include the employee receiving appropriate rewards for good performance and the employee seeing that effort will lead to good performance. Furhtermore, for successful motivation the employees must have both the technical skills and knowledge to do the job and they must be aware of the broader implications of the job they are taking on.
These two motivation theories are consistent with strategic exchange thinking and its interpretations and understanding that people bring to their employment, while focusing far more on the employer themselves. These theories are completely disregarded within HB therefore leading to low motivation and job satisfaction. ... Moreover, there were interpersonal problems between the employees in the produvtion and packing roms. ...
Taylor, who was responsible for scientific management, theorized a few work design principles that could maximize the discretion over task performance given to managerial experts who precisely define how each job is carried out.
Approximate Word count = 2154
Approximate Pages = 8.6
(250 words per page double spaced)
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