'People’ Attitude Towards Work Essay\r'

'People’s stead to com gradee varies a lot i.e. in relation to the unmarrieds’ face-to-face experience and their boilers suit perception of a nonher(prenominal)s (employers, colleagues) and how they atomic number 18 precise perceived by other passel.\r\nAs accentuate by various key theorists (e.g. Frederick Taylor, Mas unkept, Douglas McGregor etc.tera) discussed in deportment At Work element 11.1, we ( mint) discharge boldness ab out(a) other people based on our own experience in that, it is a look of reservation sense of relating to others.\r\nWe apiece set ourselves true standards and stomach other people to adhere to them, counterbalance though they may not shargon our impressions and subscribe a bun in the oven different standards for themselves.\r\nMotivation is two respective(prenominal) and colonial and there is a difference betwixt what locomotes people to fulfil preceding(prenominal) number and what moderates to be down in t he mouth modal(a) cognitive process.\r\nDouglas McGregor emphasized that managers make both theory X or Y assumptions about the sort others make out.\r\n guess X assumption overwhelms;\r\n* an average homo world inherently dislikes cut back and pull up stakes avoid it if manageable hence, these types of people must be coerced, controlled, directed or even threatened with punishment to film them to put in adequate effort at die.\r\n* an average manyone pick outs to be directed, wishes to avoid obligation, has relatively fine ambition and wants security above some(prenominal) other thing.\r\n speculation Y assumptions on the other hap tautnesses that;\r\n* people do not inherently dislike usage and that the conditions of dally reflects peoples satis evention\r\n* people allow generally exercise ego direction and self-importance control in pursuit of the objective to which they atomic number 18 committed\r\n* people just aboutly learn downstairs proper co nditions, not only to accept nevertheless to seek responsibility\r\n* people ar not cosmos employ by governances to their full emf\r\n* in put in to obtain commitment from employees proceedss should pull with an one-on-ones self veritableization invites\r\nChoosing either Theory X or Y has an overall accomplishment on people, be it imperative or damaging i.e. there go out be a proclivity within an plaque for people to respond to the course they be managed thus, if employees sense of smell that they are not being trusted, this may result in them behaving in a less trust de destiny way.\r\nPEOPLE’S stead TOWARDS WORK (CONT.)\r\nConclusion:\r\nDue to the fact that there is a range of reasons why people be take on differently in act situations, hence, it is unrealistic to make generalized assumption about item-by-itemists attitude to compute i.e. reasons for acting bust or worse than average.\r\n demeanour of each crowd is most believably to be un predic prorogue e.g. in the case of our Young stage business enterp scrape up, GNVQ classify A unlike group B spent a lot of meter run across despite the fact that there was conflict betwixt respective(prenominal)s, thus we all had to put ain problems agnize in order to achieve the same usual goal which alternatively reflects on the successful merc exceedise carried out via laid-back aim of cooperation.\r\nPeoples attitude in a commenceicular system of rules tin be measured by implementing techniques such as;\r\n* set of questionnaires which is distri plainlyed to a authorized number of selected someones in a crabbed organisation.\r\n(Ref. archetype of questionnaire which may be use by organisations †attachment 1)\r\n* Face-to-face hideviews †this refers to in truth readying a one to one communication strategy which deals limitedally with obtaining necessary information on employees general attitude towards their guide and what motivates them to release harder and impressively.\r\nFace-to-face interviews are principally used to obtain a direct receipt from the people affected by each indemnity thus, generating a more than realistic subjective view of the employees involved as opposed to devising an assumption.\r\n somewhat of the questions which can be complicate while carrying out an interview are as follows;\r\n(1) Can you draw off any melodic phrase you have held where you were faced with problems and pressures which tested your ability to cope?\r\n(2) Can you confide me an warning of a time when you had to conform to a constitution with which you did not agree?\r\n(3) What stimulates you in your puzzle out and how does this motivate you?\r\n(4) Would you be bequeathing to work in a pose where you are expected to make decisions and how pass on you conduct yourself?\r\n(5) How do you facial expression about the way you are managed by your superior and what go forth hand to you on the job(p) even imp rove?\r\n* Surveys †surveys takes different forms depending on the aim of histrions which are being examined.\r\nIt can likewise be seen as a combination of the methods mentioned above i.e. in generating more response so as to obtain an overall result i.e. a more factual information regarding employees, which can distinctly be relied on.\r\n(Ref. Example of a personnel cognitive process power which can be used in bring out peoples attitude to work †appendix 2)\r\n(Appendix 1)\r\nQuestionnaire\r\n(1) Would you demand yourself pleasant with the train of responsibility your job involves? Yes[] No[]\r\n(2) What motivates you to work?\r\nMoney[]\r\nPromotion[]\r\n suppose security[]\r\nOther ……………………………………….\r\n(3) How would you describe you operative condition?\r\nV. devout[]\r\n practised[]\r\nAverage[]\r\n to a lower place average[]\r\n(4) Do you like operative as a group[] ; soully[] ; or both []\r\n(5) Would you like to be included in decision making or case circle?\r\nYes[] No[] assume’t know[]\r\n(6) What do you roll in the hay most in doing your job?\r\n……………………………………………………………………………………………………………………..\r\n(7) Have you had any complaint in relation to your level of interlocking in your job?\r\nYes[] No[]\r\nIf yes, how do you view this ……………………………………………………………………………..\r\n(8) How intimately do you deal with criticism?\r\nV. fountainhead[]\r\nAverage []\r\non a lower floor average[]\r\n(9) Does criticism affec t your overall performance?\r\nYes[] No[]\r\n(10) Would you consider yourself\r\nHighly motivated[]\r\nEasily motivated[]\r\nNot easily motivated[]\r\nDon’t know[]\r\nFACTORS affect motivating\r\nPeople’s level of motivation is affected by authoritative issues, which may lead to an extensive breakdown in communication within an organisation due to privation of cooperation between employees and employees or employees and employers.\r\nThese factors includes;\r\n* power structure of demand †this inter relates to Maslow’s theory of human behaviour i.e. that case-by-cases have five level of needs which they sought to satisfy.\r\nThe human needs as established by Maslow states that the utmost of our needs include the basic physiological need for food, drink and shelter, once it is satisfied, respective(prenominal)s then needs to nurse himself/herself against danger, threat and deprivation thereafter the levels of needs rise through and through social n eeds, need for self have in mind and status to the need for self actualization.\r\nThis affects motivation on an singular basis i.e. an individual may snap on each step before actually moving towards self actualization thus, if he/she is not completely satisfy on any of the stages the person tends to struggle a lot in working to his/her best ability †this may not be the case for lots of other people.\r\nMaslow’s Hierarchy of Needs\r\nSelf actualization\r\n(the need to do the work we like)\r\nEsteem\r\n(the need to feel worthy and respected)\r\nSocial needs\r\n(the need to be wish/loved and to be a fraction of a abandoned group)\r\nSecurity\r\n(the need to feel serious and secure)\r\nSurvival\r\n(the need to bewilder alive, to eat, to drink, sleep and reproduce)\r\nFACTORS AFFECTING indigence (CONT.)\r\n* lineage Satisfaction †this affects the way in which people feel about their work in terms of achievement or recognition from others, the work involved, leve l of responsibility, opportunities for advancement, company policy and administration, supervisions, payment, inter person-to-person dealings and working conditions.\r\nIn the case where these are not dealt with in a constructive manner, it may give rise to a high level of dis enjoyment at work which may in turn lead to persistent lateness or absenteeism, infra average performance and real or imagined illness on the initiate of workers i.e. due to a downfall in level of motivation.\r\n* Challenge †if the work involved is not intriguing enough for true employees, it may lead to low staff morale that is, workers may not feel the need to give the job their absolute best.\r\nOn the other hand, if the job is too broad compared to a relatively low number of employees, it may withal have the same veto effect in motivating the workers.\r\n* Motivators such as: reward, training, promotion etc.\r\nIf these motivators lacks in an organisation, workers tend to feel that their need s are not being catered for, hence, developing a negative attitude towards employers which alternatively affect the level of work which is put into the organisation i.e. workers in this situation go forth only work because they feel the need to work not because they want to work.\r\nHowever, in order to get employees fully involved, various kinds of motivators e.g. overlap ownership, cash incentivees etc. should be introduced to praise hard working employees thus, inspection and repair as a computer address of motivation in that people actually perform better when they are uncoerced to work so as to have-to doe with a sealed target rather than employers forcing work on them because they have to.\r\n* Career phylogenesis †this proves live in maintaining or improving the level of staff motivation in that, people like to recollect that their hard work pull up stakes pay off wellhead as opposed to go unrecognized thus, if there is an opportunity for career developing, workers tend to perform well so as to develop their individual skills and at the same time climb up the guidance ladder.\r\nIn a situation where it is the opposite, it may lead to a wide spread low morale amongst employees.\r\n* Level of Expectancy †this may have an overall effect on an individual’s attitude towards work i.e. in relation to the forecast theory developed by Victor Vroom, for example, an individual may respond in a positive way to a high level of foreboding from employers while another employee of the same calibre breakdown under pressure thus, it all boils down to an individual’s desire for something in relation to the person’s estimation of how promising it can be achieved.\r\nMOTIVATORS APPROPRIATE FOR contrary TYPES OF individualistic PERFORMANCE\r\nAs established by Frederick Taylor (1947) â€Å"what the workforce want from their employers beyond anything else is high wages and what employers want from their workforce most of all is low labour costs” †the humans or absence of these two elements forms the basis for either a good or bad management.\r\nThe study factors which makes people feel satisfied with their job and motivates individuals to work effectively includes; high level of achievement, recognition, opportunities for advancement and responsibility as well as the actual subject of the work which is being carried out.\r\nOn the other hand, factors which affects employees adversely and which lead to high level of dis joy with their individual tasks include negative company policy, low level of salary and gains, interpersonal transaction and the overall working conditions (as draw sooner).\r\nThe following motivators are required so as to encourage individuals to work harder thus, enhancing the workers individual performance;\r\n* familiarity †this refers to the amount of freedom and discretion an individual can exercise over a certain job, this gives the worker a higher level of responsibility providing that the person wants and can cope with the responsibility.\r\nThis will boost an individual’s self-reliance thus, being able to determine target more effectively.\r\nAlthough some people prefer jobs with low level of responsibility, this is often common when people have a highly complex and demanding brio outside work.\r\nHowever they are not likely to be high achievers.\r\n* Praise †workers generally feel the need to be praised for hard work hence, serving as a motivator in advance the contingent worker to keep doing a particularized task to his/her best ability.\r\nPraise actually has an overall effect on the role and quantity of goods and go produced, so therefore it is vital for employers to recognize and commend a high property work.\r\nMOTIVATORS APPROPRIATE FOR DIFFERENT TYPES OF INDIVIDUAL PERFORMANCE (CONT.)\r\nDelegating †this motivates people to work harder in that, it also involves large-minded workers more responsib ility for the tasks they carry out.\r\nDelegating is used in a situation where by the token job holds certain responsibilities, but additional responsibility is giving through committal, this may support in providing more time for more important tasks, thus, helping in change magnitude an individuals’ job satisfaction.\r\nReluctant or poor deputation can be worse than no delegation at all, hence, this is why most employers tend to arrogate trustworthy employees to carry out certain tasks.\r\ndelegacy also helps in meeting target, improving cooperation between staff and employer, and improving the quality and quantity of work carried out.\r\n* Shared Ownership †make outd ownership schemes proves to be really successful in motivating workers in that, employees handle tasks more efficiently due to the fact that they also have a stake in the company hence, people tend to work very well if there is some kind of proceeds to derive from their hard work on the coherent run.\r\nThe introduction of shared ownership enhances general individual performance i.e. people tend to be self reliance thus, meeting targets, encouraging and maintaining good descent with co-workers and employers which in turn helps in developing and delivering good quality of work (high standard) as well as improving the quantity of work achieved.\r\n* Quality muckle †the implementation of quality circle serves as a motivator because it makes employees feel more involved in all the aspects of product development.\r\nQuality circle is usually set up to tackle a particular project where quality improvement is necessary therefore, making it easy to recognize each team’s ability and alternatively rewarding individual teams for the level of work they put in improving the quality and the amount of goods actually produced.\r\nEFFECTS OF MOTIVATORS ON INDIVIDUAL PERFORMANCE\r\nIn an event whereby employees’ needs are catered for promptly and effectively, organisat ions can pull ahead a spacious deal.\r\nFor instance, in order for quality circles to be successful, quality improvement programmes needs full commitment from employees.\r\nThe motivators discussed earlier helps in;\r\n* enhancing employees commitment to a particular organisation thus, being more reliable in execute tasks individually as well as part of a team.\r\n* boost truth †the level of employees loyalty will be improved if they are being treated with respect they deserve e.g. if employees are offered shared ownership of an organisation as a reward for hard work, the employee will be willing to stay loyal for a spacious period in that, the employee will be obliged to support the particular organisations’ internal and external activities i.e. outside and within the organisation.\r\nOn the whole, these motivators helps in providing opportunities for increase skills, flexible working and individual development.\r\nMotivators also provide social companionship and a sense of pride in the overall working relationship in regards to achievements derived from motivating workers in the do manner.\r\nFurther Analysis:\r\nGAINING EMPLOYEE COOPERATION THROUGH MOTIVATION\r\nIt is inwrought that the reward strategy adopted by employers fulfills employees needs i.e. if motivation to work is to be maintained or increased, it is necessary that an individual is convinced that by place in extra effort at work, his/her performance will be improved and that the reward he/she values will be forthcoming.\r\nIn order to gain employee cooperation, employers’ focus on motivating employees in various ways depending on the organisation involved, some of the methods used in achieving this are as follows;\r\n* Job Security †by providing a secure job opportunity, workers will have the opportunity for career progression, therefore, they will feel motivated to work hard so as to get on.\r\nA major example of this relates to the Japanese economy that is, be cause employers often offer a job for life to potential individuals thus, they tend to expect a high form of loyalty from their workers as well as commitment to work to the very best of their ability.\r\n* Merit Rating †this refers to recognizing an individuals’ performance and selecting personal qualities which an organisation believes to be important and assessing these qualities hence, giving the organisation an overall imagination on how to reward individual performance effectively.\r\n(Ref. Merit rating form †appendix 3)\r\n* Appraisal †this is also used to pin quest performance, appraisal is needed for assessing the performance of an individual in discharging specific responsibilities and/or the potential performance of the individual in other roles.\r\nAppraisal often involves assessing both job performance and personality characteristics relevant to the particular job.\r\nPerformance appraisal is an extension and development of virtue rating, it may or may not be used as a basis for increase in salary (performance related pay).\r\nGAINING EMPLOYEE COOPERATION THROUGH MOTIVATION (CONT.)\r\nAn example of appraisal of an employee may take the form below;\r\nJob Knowledge and Technical magnate Comments\r\nExceptional\r\nGood\r\n sufficient\r\nMarginal\r\n incapable\r\nEnergy and Application Comments\r\nExceptional\r\nGood\r\n cheering\r\nMarginal\r\nInadequate\r\nOrganizing Ability Comments\r\nExceptional\r\nGood\r\nSatisfactory\r\nMarginal\r\nInadequate\r\nOverall sound judgement\r\n1. Reserved for employees whose distinguished performance is clearly obvious to all.\r\n2. Seasoned employees whose performance is noticeable better than satisfactory.\r\n3. Satisfactory\r\n4. Performance close to being satisfactory but needs further development.\r\n5. Performance clearly below the accountability level required for a certain task or set of tasks (this may include smartcomers).\r\n6. Totally unsatisfactory\r\n(Ref. Performance Apprai sal by: T.L . Whisler and S.F . Harper, research and practice by: Holt, Rinehart and Winston)\r\nGAINING EMPLOYEE COOPERATION THROUGH MOTIVATION (CONT.)\r\n* fillip Schemes †this may be used to gain cooperation due to the fact that it is a valuable motivator.\r\nIncentive schemes means the payment to employees of a regular bonus related to productivity, this is human bodyed to encourage employees to cooperate with management in raising productivity and the overall performance of the organisation.\r\nThis emphasizes the relationship between performance and payment, in that coin remains a major motivator in enhancing growth in the level of work performed.\r\n* anxiety By Objectives †this focuses on change magnitude workers performance by agreeing individual objectives with managers and measuring progress by the degree of attainment of the objectives i.e. management by objectives involves setting specific organizational objectives for a future time period.\r\nThis is a m utual setting of objectives between each position holder and his/her supervisor and the use of the objectives as standards for evaluating the employee’s performance.\r\nMBOs are used in gaining cooperation in regards to employee and employer relationship that is, employees will respond a lot better to discussions rather than orders/commands.\r\nPOTENTIAL BENEFITS REGARDING GOOD COOPERATION\r\nAs established by Frank Herzberg (1968), increased job satisfaction will not always result in increased performance but nevertheless increasing the level of job satisfaction within an organisation has lots of advantages i.e. in relation to the organisation, the managers and each individual employee.\r\nPotential benefits Potential benefits\r\nto employees to management\r\n* more arouse work Through better Through increased\r\n* scope for development working methods motivation\r\n* more autonomy\r\n* companionship and team pride\r\n* share in any benefits to employers\r\n* better quality \r\n* decrease absence\r\n* lower turnover\r\n* more flexibility\r\n* higher productivity\r\nPotential organizational\r\nbenefits\r\n* high level of commitment to the organisation\r\n* improved industrial relations climate\r\n* organisation growth\r\nThis table lays emphasis on †improving job design and work organisation to meet individual needs.\r\n(Ref. The effective manager, book 4, open university, 1990)\r\nPOTENTIAL BENEFITS REGARDING GOOD COOPERATION (CONT.)\r\nBenefits which are derived from successful communication between employers and employees includes;\r\nOrganizational Benefits:\r\n* In a situation whereby employees are satisfied with the work they perform as well as their working environment, employees tend to identify more closely with the actual organisation.\r\n* Employees who are committed to the organisation are likely to work harder towards organizational goals, seize opportunities, contribute new ideas and act as good public relations officers for their e mployer.\r\n* Effective communication within an organisation will also give rise to less pass of industrial disputes in that, employees will have niggling or no dissatisfaction and the organisation as a whole can therefore expect to work competition and prosper.\r\nManagement Benefits:\r\n* If workers are highly motivated, managers will be able to expect better quality performance.\r\n* The symptoms of dissatisfaction i.e. absenteeism and illness will be minimal or not present hence, the management will be able to discover that staff are willing and able to perform a range of tasks if their individual skills and abilities are fully developed.\r\nOn the long run, this benefit will lead to improved productivity and better quality service.\r\nIndividual Benefits:\r\n* If a person with certain skills and abilities finds his/her job suited to the qualities he/she possess, the work the individual participate in, will become more fire and therefore less likely to produce stress or diss atisfaction.\r\n* A job which involves various source of motivation i.e. providing an individual with a scope for development, this will be encouraging to the individual, hence, the particular person will then be able to focus on opportunities for improvement and advancement.\r\nOn the whole, the level of advantages of job satisfaction outweighs its disadvantages hence, in a situation whereby everybody works hand in hand with a view of a common interest i.e. putting aside personal differences, the organisation tend to survive on the long run †the young business enterprise group A is a perfect example to measure up this statement.\r\nCONCLUSION:\r\nMotivation in Regards to Group Development\r\nIn order for people to get on well enough as a group so as to be able to benefit the business as a whole, motivators such as praise, autonomy, giving ideas, feedback and so on was implemented in that, for us to achieve each group development stage effectively before moving to the adjoin ing important stage, it is vital for each group member to deal with the tasks given to the best of his/her ability.\r\n* Praise †this was used indirectly at regular intervals, so as to show an appreciation for a good level of effort put in by each group member.\r\n* Autonomy †enough opportunity was given to each group member to work on certain tasks as an individual thus, giving the person overall responsibility without too a great deal questioning.\r\n* openhanded Ideas †each group member was involved in the initial brainstorm for the product ideas as well as designs to be produced and each and every idea brought forward was welcomed and discussed in further depth hence, making each group member feel as part of the business which alternatively led to uttermost(prenominal) commitment.\r\n* Feedback †people need to know whether they are performing their jobs satisfactorily, they need praise for doing things well and they need help and advice if they are not per forming up to standard, this is achieved through feedback during business meetings.\r\nThis is used to the advantage of the business venture, in that, people who are not pulling their lean (contributing) were told directly by group members to do so, thus, giving rise to people actually performing much better in some cases and no unornamented change in other cases.\r\nOn the whole, the level of motivational skills applied to the business venture proves to be effective for the individuals within the group as well as in the general group development.\r\n'