ABOSOLUTLEY NO PALAGIRISM!!! Part 2
lloude01
justification_report.edited.docxRunning head: JUSTIFICATION REPORT 1
JUSTIFICATION REPORT 4
Justification Report
Latonya Louden
English 315
Strayer University
Justification Report
Problem Statement
The purpose of this report is to highlight the staggering lack of intrinsic motivators in our workplace. The company has provided its employees with significant external rewards including pay for performance and gifts for extraordinary performance. However, extrinsic motivation is not sufficient for improving the performance of the employees. Intrinsic motivation and rewards also play a great role in the improvement of performance in the workplace.
Intrinsic rewards or motivations bring about job satisfaction without which there would be a high employee turnover, absenteeism in the workplace, and poor performance. The company is beginning to experience all of these problems with its employees, and the cause is the lack of intrinsic motivators. Therefore, it is my recommendation that the company invests the time and effort in developing intrinsic motivation systems. Such systems will help the employees appreciate the value inherent in their work and strive to pursue even bigger goals thereby propelling the company forward.
Overview of Alternatives
Throughout the years, several methods have been tried and tested to determine which method best creates intrinsic motivation for the employees. It is important to note that intrinsic motivation has to do with creating satisfaction for doing a job and doing it right. The satisfaction gained from one's job is what makes an individual work even harder. For the report, the alternatives chosen for creating and increasing intrinsic motivation are job enrichment and job enlargement.
1. Job Enrichment
According to Hackman and Oldham (1976), job enrichment can increase the intrinsic motivation of employees. Job enrichment often involves re-designing the job so that the tasks are more complex and require a multivariate of skills, increasing the significance of the position, increasing the autonomy of the individual and providing meaningful feedback to the employee. All these efforts go a long way in cementing the employee's belief that his input (and output) is significant to the company, that the company appreciates him, and that the company wants him to grow and advance in his career. Job enrichment is seen to be a form of vertical restructuring and indicates that the employee is moving up the corporate ladder.
Other scientists such as Deci and Ryan (1985) came to the same conclusion on job enrichment when they observed that self-motivation (intrinsic motivation) would arise when the employees feel competent and self-determined. Feeling responsible will be because of the employees obtaining feedback from their employees that indicate that they are progressing.
2. Job Enlargement
On the other hand, job enlargement refers to increasing the tasks that an employee is charged with without necessarily changing the structure of his role in the company. Therefore, job enlargement is primarily seen as a horizontal restructuring method. This alternative will act as an intrinsic motivator because it shows the employee that the employer has enough confidence in him to increase his workload. The method also serves as an intrinsic motivator because it helps widen the experience pool of the employee.
Criteria
Various criteria will be used in selecting the best alternative to solve the problem of lack of intrinsic motivation in the company. These criteria will include:
1. Practicality
The aim of this approach is to determine the choice that is best applicable to our organizational structure. The alternative chosen will need to be aligned with our corporate culture, strengths, and goals. The company will also have to bear in mind it's inherent and persistent weaknesses when selecting an alternative.
2. Efficiency
Efficiency refers to how effective a solution will be given the company's current circumstance. The company will implement one of the alternatives recommended above based on which option gives the best results.
3. Cost
The cost of implementing the program will also come into play when choosing between job enrichment and job enlargement. Both alternatives can incur significant costs on the company, making it necessary for the enterprise to carry out a cost-benefits analysis of each alternative. Job enrichment is more complex therefore more costly as compared to job enlargement. The company will also need to consider the cost of training the employees about the alternatives and what will be required of them once an option has been selected. However, the cost of implementation should not overshadow the quality of output from any of the alternatives provided.
4. Desirability
When considering the options, the management will also need to look at how desirable each alternative is to the workforce. Some employees might prefer job enrichment to job enlargement while others might prefer job expansion to job enrichment. Some may not even know the difference between the two and need to be educated on the same. It is imperative that the management considers the employees' choices before making any permanent decisions.
5. Period of Implementation
Time is a critical criterion in the business world and the time it will take to implement an alternative will determine its suitability and viability of the company.
Methods
Several methods can be used in the collection of data in regards to the options. These methods include questionnaires and surveys primarily for research purposes. The studies will allow the respondents to answer as many questions as possible in a non-intimidating atmosphere. On the other hand, the questionnaires are personal and confidential.
References
Deci, E.L., & Ryan, R.M. (1985). Intrinsic motivation and self-determination in human behavior. New York: Plenum Press.
Hackman, J.R., & Oldham, G.R. (1976). Motivation through the design of work: Test of a theory. Organizational behavior and human performance 16, 250-279.
