Hackman and Oldham (2012) argue that more challenging jobs create an atmosphere of motivation and increase productivity in an organization. Several factors within a certain work environment result in the motivation of employees. They posit that the task assigned itself is key to motivation while in work station. Some of the factors that provide motivation to a job include; job variety, autonomy and decision authority. Additionally, job enrichment and job rotation are ideal ways of adding challenge and variety, bringing about motivation and productivity. These theories are relevant to date, as in my friend's case Elton in a company called CODA.
Elton has been working in one of the organizations called CODA, working as a Data analyst. They work as a team with each member assigned variety of tasks to do on a daily basis. For instance, the company pitched and signed a contract from one of the clients requesting them to create a database and a report for executives. The project was divided into various phases, from phase one to phase five, and each member within that team was to lead one project. Elton was assigned to lead phase two of the project, which majorly deals with collecting the requirements, drawing mock-up diagrams and performing the peer review roles.
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The workers recorded all the day's activities in a form called DAF; Daily Activity Form, and reported it to the scrum master every evening. By allowing employees to perform a lot of challenging and various tasks daily, it gave them new insight to provide solutions that meet clients’ needs. The job itself was a motivating factor to the workers as they worked towards achieving the target of a phase and hence the entire project while no one supervised them. As a company, CODA has followed the Hackman and Oldham theories of creating motivation among employees in the workplace. This is because the company’s policies resonate with then scholars' ideal theories since it assigned its workers a variety of duties and tasks. Additionally, they were to perform the task on their own with no supervision but making consultation from project lead and give feedback daily. The employees find themselves loving what they do and majority of them stayed in a company for a longer period of time as compared to other organizations.
On the other hand, Herzberg argues that certain factors within an organization should be kept constant all through for effective service delivery and improved productivity in an organization (Herzberg et al., 2017). He referred to the dissatisfying factor in an organization as the hygiene factor; which the management should, at all means, avoid in a company. Instead, he proposed that for increased productivity, the organization should embrace promoting workers, providing opportunities to employees for achievement and recognizing their ability (Herzberg et al., 2017). CODA, for the incident, have adopted this model by giving international promotion to its workers, training them and rewarding them jobs that align with their interests. Furthermore, the company has established bonus programs every quarter for its employees. Additionally, the company created job security for all of its employees while ensuring that their salaries are highly competitive. This has resulted in increased efficiency and improved company production and hence its customers’ satisfaction rate globally.
The relationship between motivation and job satisfaction is not too complex and should apply effectively to meet the company’s expectations. Some managers believe that giving incentives to employees leads to satisfaction. However, all that employees need is respect and conducive environment for them to thrive. Also, they should seek to eliminate policies that annoy the workers at the workplace while looking for ways to help them grow within their jobs and give them the opportunity to achievements.
References
Hackman and Oldham: internal motivation. (2012). Motivating to Perform in the Workplace , 112–116. https://doi.org/10.4324/9780080914602-39
Herzberg, F., Mausner, B., & Snyderman, B. B. (2017). Motivation versus Hygiene. The Motivation to Work , 113–119. https://doi.org/10.4324/9781315124827-14
The Impact of Work Characteristics on Bank Employees' Motivation in Hanoi: Application of Job Characteristics' Theory of Hackman and Oldham (1980). (, 2019). European Journal of Business and Management . https://doi.org/10.7176/ejbm/11-27-11
