Work Motivation Essay Example

satisfaction and dissatisfaction at work are influenced by different factors and are not simply opposing reactions to the same factor (Chapman, n. d.). Elizabeth Pederson serves as a prime example of Herzberg's theory of motivation.

Elizabeth resigned from her job not because of low pay or lack of fringe benefits, such as a company car. Instead, she resigned because of the "true motivators" identified by Herzberg's theory: achievement, recognition, the work itself, responsibility, and advancement. During a meeting with Lisa Bohm, Elizabeth, who currently performs a specialized task in petroleum extraction, indirectly expressed her need for true motivational work. She mentioned that she will have more responsibility in managing two teams of petroleum engineers and negotiating supplier contracts (Bratton, n. d., p. 272).

Elizabeth was not happy because of the absence of hygiene factors such as salary, company car, relationship with supervisor and subordinates. These factors, once fulfilled, cannot truly satisfy a person's needs. According to Herzberg's theory, poorly managed organizations fail to understand that people are not motivated by addressing hygiene needs. Instead, they are motivated by the opportunity to pursue and fulfill their real motivators, which provide a deeper sense of fulfillment (Chapman, n. d.).

Ola Rennemo's situation, in relation to Hertzberg's theory, showcases just one of Hertzberg's "hygiene" needs - personal life. Even though Lisa Bohm provided various genuine motivators to persuade Ola to stay, fulfilling the "hygiene" aspect of personal life held greater significance. Looking back, Ola's choice to satisfy a "hygiene" need despite being offered genuine motivating factors presents a dilemma for Hertzberg's theory.

The needs-based motivational model developed by David McClelland examines the varying degrees

to which workers and managers possess needs and how these needs affect their style and behavior in terms of motivation and motivating others (Chapman, n. d.). Ola Rennemo's need, according to McClelland's model, is primarily related to the need for affiliation (nAff). While Ola's motivation at work may stem directly from his family, his desire for harmonious relationships with others and the need to feel accepted align him with McClelland's needs-based motivational model (NetMBA, n. d.).

Lisa Bohm acknowledged to Ola that his performance appraisals were consistently excellent. However, Ola's personal affiliation need was more important to him than the opportunities for increased achievement offered by Lisa Bohm. On the other hand, Elizabeth Pederson's work motivation aligns with McClelland's need for achievement (nAch) and need for authority and power (nPow). Elizabeth was not satisfied with her current position as her need for achievement was not being fulfilled. Even the offer of a pay increase by Lisa Bohm could not replace this satisfaction.

According to McClelland, individuals who are motivated by achievement prioritize the importance of achieving goals over material or financial rewards (NetMBA, n. d.). Elizabeth's need for authority and power (nPow) was evident in her meeting with Lisa, where she expressed her desire to take on a greater level of responsibility by managing two teams of petroleum engineers and negotiating contracts with suppliers (Bratton, n. d., p. 272). Elizabeth's need for authority and power aligns more with the institutional type of nPow.

Institutional power is related to individuals who aim to coordinate the efforts of others in order to advance the organization's goals (NetMBA, n. d.). Regrettably, Lisa Bohm's offer

to Elizabeth did not satisfy Elizabeth's motivational work needs. When considering this case study in relation to the three theories, it becomes apparent that there are variations among them. Nonetheless, the primary difference among all three lies in the initial approach to fulfilling motivational needs.

Both the Maslow and Herzberg theories suggest that certain stages must be fulfilled. According to Maslow, all 5 stages must be completed before progressing to the next, and completing each stage is a motivator. On the other hand, Herzberg's theory only has 2 stages, with fulfilling the hygiene stage resulting in a neutral state, and satisfaction and motivation only coming from the motivator stage. In contrast, McClelland's theory does not imply stages for achieving motivation but instead emphasizes states of acquired needs that develop over time and through life experiences.

Lisa Bohm is currently experiencing a undesirable situation. She has already lost 15 percent of her workforce to competitors and it is likely that more will follow unless immediate action is taken. Lisa has taken a reactive approach by offering incentives like higher pay, fringe benefits, and advanced educational opportunities to employees who have already decided to leave. Although her upcoming meeting with departmental managers to gather ideas for recruitment and retention of personnel is a positive step, Lisa is already aware of the reasons why employees are choosing to go to their competitors.

To manage the situation, I would suggest that Lisa champions an employee survey to identify quantifiable work motivating needs. Additionally, she should use the data from exit surveys and knowledge of competitor offerings to create a commonality list. This compiled data can then

be used to identify and prioritize work motivating commonalities and determine how Norsk can accommodate and implement them. To ensure that work motivational needs are being met, periodic employee interviews and surveys should be conducted, providing managers with valuable insights on implemented programs.

Lisa's final advice is for her to be proactive rather than reactive towards employee needs. The case study at Norsk Petroleum is not unique, but rather a common issue, particularly in large corporations. Management has the power to shape, empower, and unite their workforce. However, it requires leadership and an understanding of organizational behavior to stay ahead of potential problems and implement solutions before they harm the organization.