Assignment:
This is a discussion read below 200 words or more on both
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Relative to Maslow's higher order needs and lower order needs, I am now motivated by higher order needs. There certainly were times early in my career where my motivation came from basic lower order needs such as the physiological and safety needs. These basic necessities such as food, water, rest, shelter and other needs required to sustain life are at the lowest level in Maslow's Hierarchy of Needs (Oleson, 2004). New to the job force, my goal was to do the work assigned so that I could earn a living to take care of myself, and later, of my family. As I grew in my career, my motivation increased up Maslow's pyramid. Now I don't just want to complete the task; I want to excel at it. I don't just have a job; I have a career. Beyond earning my salary, I want to be recognized for my efforts and accomplishments. I am now at the esteem level of Maslow's Hierarchy of Needs.
In reviewing Herzberg's Motivation-Hygiene Theory, and as discussed above, I am motivated by recognition and achievement. When hygiene factors are absent or insufficient, job dissatisfaction occurs (Nelson & Quick, 2013). I perform HR functions which creates and inhibits interpersonal relations but that the only hygiene factor that is somewhat lacking. I am at a management level so I am able to influence policy and administration; I have no direct supervision; working conditions, status and security are at or above average. Of course, when it comes to salary that can act as motivation or lead to dissatisfaction because we always expect to earn more than we are making.
Job satisfaction and higher performance don't always go hand in hand because I believe it depends on the circumstances. Several years ago I worked for an answering service and was very good at my job, but I disliked my co-workers, dislike the environment, and hated the late hours. (Typically if you work for an answering service, it's during the off hours.) The job wasn't satisfying, but I performed it well. I've also held a job that was very satisfying in terms of the surroundings and people, but they introduced accounting tasks into my job which I do not have a knack for, and I ended up hating the work, especially when I realized I couldn't perform to my own standards.
Job satisfaction led to greater performance when all things came together. I received a promotion, so new position and an increased salary. I was given responsibilities at which I could handle and excel. I had co-workers but was not dependent on them in order to accomplish my tasks. My supervisor was available but hands off. And the work was interesting and fruitful. I like the organization I was working for and was proud of the work we did. Because I was so satisfied with these individual parts and pieces, I was committed to organization citizenship behavior in working harder, above and beyond, to improve our reputation (Nelson & Quick, 2013). Of all the aspects of the job that I enjoyed, it was the level of responsibility entrusted to me and the confidence my superiors expressed that I appreciated the most.
Some would argue that wealth, a hygiene factor, is unrelated to long-term life satisfaction (Sachau, 2016). While that may be the case, it certainly contributes to issues of inequity. But because co-workers generally don't have an exact salary of what their colleagues are earning, their sense of inequity as affected by other matters such as office (location and size), working hours, boss's favorite, promotion opportunities, etc. What I have witnessed most frequently starts with a negotiation between the employee and the manager regarding what each is willing to contribute and what demands are made of each other. The manger might suggest what level of productivity and attitude is necessary to achieve what the employee desires, and the employee would indicate what he is willing to change for the same purpose. Unfortunately some issues are difficult for employees to overcome and many take the route of leaving the organization.
Motivation is a dynamic concept, which is influenced by physical and mental development of an individual, as well as by their surroundings (Pandta, J., Ðeri, L., Galambos, A., &Galambos, T, 2015). In my current role I am motivated by higher-order needs, what is most important to me is Maslow's theory of social and esteem needs. I have not always been motivated at a higher-order needs, as I think back to my first year with the company when I was motivated by safety and security needs. During this time turnover rates were higher and the company had to lay-off several employees. Wanting my security needs met motivated me to go above and beyond at every aspect of the job. Today, the morale of my team and reassurance from my manager that I am doing a great job is what ignites me to push myself every day. I am also motivated by motivation factors as oppose to hygiene factors. According to Herzberg "job satisfaction is produced by building motivation factors into a job (Nelson & Quick, 2013, p.171)." In doing so, the motivation factor that is most important to me is salary. Salary is important to me because as a husband and father of two I want to provide a comfortable and stable life style for my family. Recognition of achievement is also important to me because I am a very competitive person. It does not matter what position I hold at Pepsi, I want to be the best to ever do it and I want everyone to recognize that I am the best.
As I reflect on how job satisfaction correlates with performance, I remember time when I felt great dissatisfaction at work and how poorly my performance was due to it. Certain personality traits are associated to better job performance (Seddigh, A., Berntson, E., Platts, L. G., &Westerlund, H., 2016). I have experienced being overworked and underappreciated. During these times I remember not giving 100% on purpose. I do believe this can vary by situation because if you perform well at something, there is a good chance you will like doing it. The most important source of satisfaction for me is the social environment. At Pepsi, everything is a team sport, so an environment that promotes team morale is a high priority.
The greatest inequity at Pepsi is the use of equipment. All the employees on the loading teams are held to the same productivity standard, but the newer employees are force to use the older more worn out equipment. Failure to reach the productivity standard will lead to termination. My organization rationalizes the inequity in order to resolve it. New hires are given three months to get up to speed on their inferior equipment before they are reprimanded.