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2 REPLIES FOR BMAL 500 WEEK 3 FORUM 1
CAN YOU DO THESE FOR ME
Replies: Provide 2 thoughtful replies to the threads of classmates. Each reply must include an analysis of your classmates’ threads, based on any experience from your own professional career (if applicable) that might be relevant. All replies must be 200–250 words. Also, be sure to integrate the required reading in a logical and relevant manner.
You must cite:
The textbook or at least 1 peer-reviewed journal article;
1 passage of Scripture; and
The audio lesson presentation.
submit your replies by 10:59 p.m. (cst) on Sunday 6/2/2019
One of the greatest business issues in my organization is maintaining a positive attitude among staff. The organization went through two years of financial losses and had to reduce the workforce by nearly 100 positions. These two factors had a direct impact on annual increases as well as increased the workload for some individuals. The organization has always treated their employees fairly and have been overly generous with compensation, benefits, and employee issues, so I am certain that these decisions were well thought out and implemented in a way that was fair and just to all those affected.
However, with the dark cloud of the past, our organizational attitude as not seen much improvement over the last year and a half and turnover is still at an all-time high. Karatepe and Avci (2017) share that getting a grasp on turnover, especially among senior nurses, is critical to the success of a health system as well as to the quality of patient outcomes. Currently, in the United States, there is a nursing shortage which has led to my organization to replace its aging workforce with newly trained nurses or those from foreign countries. Karatepe and Avci (2017) suggest that organizations should focus their efforts on retaining staff that have self-efficient, hopeful, optimistic, and resilient attitudes, which is something that I feel our organization has overlooked. One way to accomplish this is for the management team to provide psychosocial support and to act upon any concerns raised by the team. The methods for reporting concerns are available but could be better publicized. For many staff, they perceive that it is better to exit the organization peacefully in order to avoid any additional conflict or drama.
Kinicki and Fugate (2018) share having a positive attitude about one’s job will likely result in them working longer and harder to help the organization succeed. There are three components of attitudes that make up our overall feeling toward someone or something: affective, cognitive, and behavioral. Kinicki and Fugate (2018) share that the feeling, belief, and intention of an individual affects the actions of individual behavior.
Fischer (n.d.) shares that employees often succeed when job expectancy is strong. This occurs when the employee can feel that the tasks assigned are attainable and that they will be rewarded for doing a good job. For some employees, involvement is a good motivator (Fischer, n.d.). My employer has allowed employees to volunteer with process improvement projects within the organization. During the project, they provided the volunteers with Lean Six Sigma training with the goal of the employees utilizing that knowledge with other processes throughout the organization, creating a culture of continuous improvement.
Christ understood the importance of one’s attitude. Many scriptures instruct Christians to check their attitude. Philippians 2:14 says to “do all things without grumbling or disputing” (ESV). One’s attitude within the workplace can have a significant impact on their career journey where positivity is often recognized and rewarded, not to mention contagious to other colleagues. Philippians 2:3-4 “Do nothing from rivalry or conceit, but in humility count others more significant than yourselves. Let each of you look not only to his own interests, but also to the interests of others” (ESV). Christ was the greatest example of putting others first, which in turn creates eternal blessings for both the giver and receiver.
Fischer, K. (n.d.). Motivation in the Workplace [Video file]. Retrieved from https://learn.liberty.edu/bbcswebdav/pid-39597491-dt-message-rid-373490127_1/xid-373490127_1
Karatepe, O. M., & Avci, T. (2017). The effects of psychological capital and work engagement on nurses’ lateness attitude and turnover intentions. Journal of Management Development, 36(8), 1029-1039. Retrieved from https://doi.org/10.1108/JMD-07-2016-0141
Kinicki, A., & Fugate, M. (2018). Organizational behavior: A practical, problem-solving approach. (2nd ed.). New York, NY: McGraw-Hill Education.
Throughout my career I have observed issues with job satisfaction within my organization. Working in Public Safety, my organization is limited in its ability to exact change within the department. Many policies and administrative procedures are in place as required by local government. I, as well as coworkers and particularly managers, have experienced issues with no job satisfaction or increased job dissatisfaction. The causing factors of this experience can be examined applying Herzberg’s Motivator-Hygiene Theory.
As defined by Fugate and Kinicki (2018), Herzberg’s Motivator-Hygiene Theory “proposes that job satisfaction and dissatisfaction arise from two different sets of factors–satisfaction comes from motivating factors and dissatisfaction from hygiene factors.” (pp. 169-170). Motivating factors are factors specific to the work being performed. These factors, or motivators, include achievement, recognition, stimulating work, responsibility and advancement (Kinicki & Fugate, 2018, p. 170). Hygiene factors are factors within the work environment. These factors include company policy, relationships with supervisors, working conditions and salary (Kinicki & Fugate, 2018, p. 170). Herzberg noted that these factors do not directly interact with one another. Meaning, the opposite of job satisfaction is not job dissatisfaction but simply no job satisfaction; similarly, the opposite of job dissatisfaction is not job satisfaction but simply no job dissatisfaction (Kinicki & Fugate, 2018, p. 170).
Applying this theory to the issue observed in the workplace, suggests that the lack of job satisfaction is not due to job dissatisfaction but rather a lack of motivating factors to transition employees from a state of no job satisfaction to one of job satisfaction. As indicated by Kinicki and Fugate, research suggests that hygiene factors may not completely be disconnected from job satisfaction (Kinicki & Fugate, 2018, p. 171). One study focused research on public sector mangers and concluded that these hygiene factors did not in fact significantly affect job satisfaction (Hur, 2018). As such, particularly within a government organization such as mine, managers and employees alike must seek intrinsic motivation to achieve job satisfaction since the organization is limited in what extrinsic motivators (hygiene factors) are within its power to control. For instance, incentive pay, bonuses, or promotions are often not feasible given budget constraints and strict hiring and promotional processes. The question becomes “What can be done to correct this?”. The answer is job enrichment. Job enrichment “modifies a job such that an employee has the opportunity to experience achievement, recognition, stimulating work, responsibility, and advancement” (Kinicki & Fugate, 2018, p. 188). This practical application of Herzberg’s theory to the work itself, as a method of job design, incorporates the motivating factors into a job giving the employee more freedom from controlling hygiene factors.
The practice of job enrichment gives the employee a sense of fulfillment and accomplishment, very intrinsic forms of motivation. Organizations should emphasize the incorporation of intrinsic motivators into their job design, and as a form of job enrichment for employees in a current state of no job satisfaction. As suggested by Kahlib Fischer, extrinsic motivators simply will not have the same impact on employees as intrinsic motivators (Fischer, n.d.). In keeping with the Biblical concept of Covenant, Fischer answers the question “What should motivate us?” (Fischer, n.d., Slide 11) that we as Christians should be “Living for eternity–seeing God work through us to change lives around us.” (Fischer, n.d., Slide 11). Intrinsic motivation is the key to success and job satisfaction, just as it is in life. As illustrated in the Bible, Mark 8:36 states “For what does it profit a man to gain the whole world and forfeit his soul?” (English Standard Version).
Fischer, K. (n.d.). Lesson 3 Motivation in the Workplace [Lecture notes].
Hur, Y. (2018). Testing Herzberg’s Two-Factor Theory of Motivation in the Public Sector: Is it Applicable to Public Managers? Public Organization Review., 18(3). https://doi.org/10.1007/s11115-017-0379-1
Kinicki, A., & Fugate, M. (2018). Organizational Behavior: A Practical, Problem-Solving Approach (2nd ed.). NY, NY: McGraw-Hill Education.