Human resource assumptions
Human resource assumes that it is necessary to promote employee satisfaction to enhance organizational productivity. Another assumption is the belief in promoting open and supportive communication to facilitate satisfaction among employees. Meeting the needs of the employees is also believed to be an important factor in human resource management. Besides, it is assumed that managers are required to pay close attention to developing good relationships in the workplace. There is also an assumption that employees are motivated to perform better in their workplaces when a positive environment promotes high achievement.
Theories of worker motivation
Some theories that will be evaluated include Maslow's hierarchy of needs, Herzberg's two- factor theory, McGregor's X and Y theory, McClelland's needs achievement theory, and the equity theory. Maslow’s perspective argues that human beings have a special way of prioritizing their needs. In work settings, job satisfaction among employees is determined by employee needs and the factors that promote satisfaction (Badubi, 2017). Maslow’s theory is based on five stages where human needs are categorized based on their priority. These needs include physiological, safety and security, social, esteem, and self-actualization.
Delegate your assignment to our experts and they will do the rest.
Herzberg's two- factor theory/ motivator hygiene theory indicates that five features facilitate motivation among workers. They include achievement, job, recognition, responsibility, and advancement (Badubi, 2017). Further, Hertzberg determined that employees are demotivated by poor working conditions and management, ineffective work relationships, poor compensation packages, supervision, and institutional approach.
McGregor's X and Y theory categorizes employees into the X and Y groups. The X perspective is negative and argues that human beings dislike work hence should be controlled, coerced, directed, and threatened to perform. On the other hand, Y takes a positive stance by stating that employee performance is determined by the kind of rewards they get in their work environments (Badubi, 2017). McClelland’s framework states that employees are driven to perform due to their personal needs as opposed to the rewards they receive. The equity theory argues that employee performance is determined by the balance that workers get when they weigh their input against their output. The more rewards they receive after conducting this process, the greater satisfaction they will get.
The relationship between worker personality and organizational characteristics
Personality traits play an imperative role in determining individual behavior and commitment towards the organization. The Big Five personality traits such as extraversion, neuroticism, conscientiousness, agreeableness, and openness to experience determine employee characteristics in the workplace. Extraversion, agreeableness, and neuroticism affect employee emotional intelligence, while conscientiousness and openness affect counter-productive work behaviors (Lee et al., 2020). Besides, the instrumentality and expressiveness dimensions of personality are closely related to individual cultures. For example, femininity is closely associated with expressive traits such as warmth, compassion, sympathy, tenderness, and sensitivity, while masculinity is related to instrumental traits such as assertiveness, independence, and dominance. Besides, personality plays an essential role in determining employees' ability to express themselves emotionally, manage, and handle workplace stress.
How to win with people
Creating a win-win situation among employees and managers can help organizations achieve change in organizations since managers and employees feel that their self-interests are well represented during the change process. Usually, organizational change fails at the most crucial moments or is met with stiff resistance from the employees due to dysfunctional interactions among managers and employees (Will, 2015). Shifting the focus of these negative interactions offers a great opportunity for managers to achieve a win-win situation. Creating mutual benefits promotes the amount of acceptance to organizational change and reducing resistance.
The importance of understanding interpersonal worker relationships
Interpersonal relationships formed at the workplace play an essential part in facilitating success in the workplace and career progress. Effective interpersonal communication between managers and employees promotes satisfaction, collaboration, motivation, and organizational productivity. Positive interpersonal worker relationships also promote effective leadership and management, employee alignment with business goals, trusting relationships, change initiatives, positive organizational culture, employee recognition, conflict and crisis management, and career development.
How workers are treated, supported, and valued within an educational setting of interest (e.g., school or school district) and how these areas could be improved
In a school environment, respecting and treating workers fairly are essential factors that portray that workers are supported and valued. These two values are ingrained in the organizational culture and promote the daily running of the institution. Respect involves accepting people for who they are and tolerating differences and diversity. Fairness should be exercised in all areas of the organizational functioning, from selection, hiring, dividing tasks, and providing compensation and benefits packages.
References
Badubi, R. M. (2017). Theories of motivation and their application in organizations: A risk analysis. International Journal of Innovation and Economic Development. 3(3): 44-51. https://doi.org/10.18775/ijied.1849-7551-7020.2015.33.2004
Lee, S., Park, J., Back, K- J., Hyun, H. & Lee, S. H. (2020). The role of personality traits toward organizational commitments and service quality commitments. Frontiers in Psychology. https://doi.org/10.3389/fpsyg.2020.00631
Will, M. G. (2015). Successful organizational change through win-win. Journal of Accounting & Organizational Change . 11(2): 193-214. https://doi.org/10.1108/JAOC-06-2013-0056
