3.1 Herzberg's two-factor theory suggests that there are certain factors, called hygiene factors, that can influence job dissatisfaction and motivation in employees. By addressing these factors, organizations can potentially motivate employees to spend more time on work-related activities.
One hygiene factor that could be effective is the provision of comfortable work conditions. For example, an organization could provide ergonomic chairs and desks, adjustable lighting, and a quiet working environment, which would make the employees more comfortable and motivated to spend time working rather than engaging in personal activities.
Another hygiene factor that could be effective is fair compensation. If employees feel that they are being fairly compensated for their work, they will be more motivated to focus on their job rather than engaging in personal activities. For example, a company could implement a transparent and fair salary scale, rewarding employees based on their skills and performance, which would motivate employees to work harder and dedicate more time to their job.
A third hygiene factor that could motivate employees to spend more time working is recognition and appreciation. When employees receive recognition and appreciation for their work, they feel valued and motivated to continue performing well. For example, a company could implement an employee recognition program, where outstanding employees are publicly acknowledged and rewarded for their contributions, which would encourage other employees to work harder and spend more time on work-related activities.
Lastly, providing opportunities for growth and development can also motivate employees to spend more time on work-related activities. When employees see a clear path for advancement and development within the organization, they are more likely to be motivated to dedicate their time and efforts to their job. For example, a company could provide training and development programs, mentorship opportunities, and career advancement plans, which would incentivize employees to focus on their work and career progression.
Reference:
Herzberg, F. (1968). One more time: How do you motivate employees? Harvard Business Review, 46(1), 53-62.
3.2.1 The mining company identified is Rio Tinto.
3.2.2 The motivational program identified is the "Beyond Zero Harm - Safety Program."
3.2.3 The "Beyond Zero Harm - Safety Program" is linked to the theory of motivation known as the Self-Determination Theory. This theory suggests that individuals are motivated when they feel a sense of autonomy, competence, and relatedness.
In the case of Rio Tinto, the "Beyond Zero Harm - Safety Program" was implemented to motivate mine workers to prioritize safety and well-being. The program focuses on creating a culture of safety, where employees are empowered to take ownership of their own safety and that of their colleagues.
The program applied a combination of strategies to motivate employees, including:
1. Training and Education: Rio Tinto provided extensive training on safety procedures and practices to ensure that mine workers have the knowledge and skills to prioritize safety.
2. Communication and Engagement: The company actively communicated the importance of safety and engaged with employees through regular safety meetings, toolbox talks, and safety campaigns. This fostered a sense of relatedness and collective responsibility among employees.
3. Incentives and Rewards: Rio Tinto implemented a system of incentives and rewards to recognize and reinforce safe behavior. For example, employees were rewarded for reporting hazards or suggesting safety improvements.
4. Participation and Empowerment: The program encouraged employee involvement in safety-related decision-making processes, allowing them to have a sense of autonomy and competence. This included empowering employees to stop work if they felt it was unsafe.
By applying the "Beyond Zero Harm - Safety Program," Rio Tinto aimed to motivate mine workers to prioritize safety and well-being, creating a safer work environment and encouraging employees to dedicate their time and efforts to work-related activities.
Reference:
Rio Tinto. (n.d.). Rio Tinto Group. Retrieved from https://www.riotinto.com/
In this section, you should use the internet and the resources provided by the library to assist in answering the questions. The library resources and recording of the training sessions are available on Blackboard. Each answer to a question should include a full citation reference.
Question 3 [36 marks]
3.1Complaints are often heard about employees who spend too much of their time at work doing personal activities and not work-related activities. Apply Herzberg’s two-factor theory to suggest four (4) hygiene factors that might be effective in motivating these time-wasting workers to spend more time working. Motivate your suggestions using practical examples.
[4 x 2 = 8]
3.2 Hundreds of programmes for motivating employees are described on the Internet. Find one (1) motivational programme relevant to mine workers and answer the following:
3.2.1 Name the mining company that you identified.
3.2.2 Name the programme and indicate which theory of motivation is linked to the motivational programme.
3.2.3 Explain in detail why and how they applied the programme.
1 answer