Executive Summary

Tom was seen to hold a loss of motive at work which was investigated. An analysis showed the chief cause to be a deficiency of communicating from his director. a demand for function definition. and a deficiency of promotion for the success of his undertaking enterprise. Recommendation is for Tom’s director to be informed so they are hopefully able to turn to these issues and retain and develop Tom’s accomplishments.

A debatable work state of affairs associating to a HRM construct in Book 2

1. 1 A description of the work job

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Tom has a well paid occupation as a undertaking director.

He created an thought and initiated a undertaking to plan and implement a web site. After puting up the design and specifying the stakeholders. without treatment. another individual was brought in to chair the undertaking meetings and maintain path of actions for the package squad. He felt a deficiency of lucidity in his function and without clear counsel and recognition did non experience motivated to force the undertaking every bit hard as earlier. Weekly work hours fell back to a normal 40 hours from 50 or 60. and his other thoughts were non pushed to direction with the same enthusiasm. Motivation was clearly falling. This illustration relates to motive and Session 1 of Book 2 can be used to analyze what motivates Tom to travel to work.

1. 2 Analysis of my experience utilizing my chosen constructs

To understand Tom’s motive level’s I have analysed his state of affairs utilizing Maslow’s Hierarchy of demands ( 1954 ) from session 1 ( The Open University. B120 Book 2 ) . Harmonizing to Maslow. “a satisfied demand is non a motivator” . Matching which demands are met on the pyramid of five classs will give an indicant of which unmet demand should be a incentive.

Figure [ 1 ] Maslow’s Hierarchy of demands pyramid. and drumhead of Tom’s position within it. Figure 1 Maslow’s Hierarchy of demands pyramid. and drumhead of Tom’s position within it.

Harmonizing to Maslow’s theory. Tom has reached the 3rd degree. but the deficiency of communicating and feedback has stopped him accomplishing ‘Esteem’ . Maslow states that “Not run intoing these demands has a negative consequence on our mental health” and this could explicate the low motive that Tom’s behavior indicates. Tom was besides under the feeling that his thought and the speedy success of the undertaking would be publicised by his director and would open up chances to be involved in other senior undertakings within the concern. This did non happen. and the senior direction was non made aware of any programs to use Tom’s accomplishments.

In fact Tom’s director was based in another state and was frequently non approachable for audience either by phone or electronic mail. This outlook and its failure to happen besides causes low motive. as explained in the construct of a ‘psychological contract’ from The Open University ( 2012 ) . By using this construct. we can understand that Tom had ground to believe that a successful undertaking would take to acknowledgement and higher regard within the company. and even though this was non portion of a formal employment contract. When this did non happen Tom felt his psychological contract had been violated. and that his difficult work was inconsequential. taking to his low motive to maintain working hard.

1. 3 Proposed solutions to the job

The analysis above has identified possible causes of Tom’s low motive.
With this apprehension of these grounds. each can be addressed with the right actions. .

* Problem: Low motive.
* caused by: Perceived low likeliness of accomplishing Esteem ( on Maslow’s hierarchy )
* caused by: deficiency of communicating about undertakings.
* Classified as: Broken psychological contract

If we can find the cause for the broken contract. we may be able to reconstruct Tom’s motive to work hard.

Besides relevant is the Job Characteristic Model from Hackman and Oldham cited by The Open University ( 2012 ) which lists five nucleus occupation features that contribute to fulfilling work. If Tom’s work is losing any of the nucleus features his attitude to his occupation could be affected. Figure [ 2 ] . Hackman & A ; Oldham JCM

The deficiency of regular communicating between Tom and his director suggests that there is deficient “Feedback from the Job” . B120. Book 2. Study session 4. high spots the importance of “Constructive feedback” . which “involves praising strengths and achievements” . Arranging another individual to chair project meetings could besides intend that “Task Identity” was non clear.

To work out these points. Tom’s director should take the undermentioned actions: * clear up Tom’s function and undertakings within the undertaking

* Provide habitue chances for feedback and communicating. including congratulations of accomplishments when applicable. * Publicise Tom’s parts to raise his profile in the senior direction squad and let development of his calling.

Relevant Web sites

hypertext transfer protocol: //businesscasestudies. co. uk/tesco/motivational-theory-in-practice-at-tesco/maslow-and-herzberg. hypertext markup language ( accessed 28-Nov-2012 )

This shows how a successful company has used Maslow’s hierarchy and Herzbergs two factor theory to seek to maintain employee motive high. Herzberg could be summarised as “If you want people to make a good occupation for you. so you must give them a good occupation to make. ” The Times is a reputable publishing house which lends acceptance to this site. but this is a instance survey using the theories in this study. and non and original beginning.

hypertext transfer protocol: //gmx. xmu. edu. cn/ews/business/management/chapter16. htm # what ( accessed 28-Nov-2012 ) This site was chosen because it contains some interesting definitions of motive factors. and summarises a aggregation of different theories on analyzing motive in employees. The information is non verified but some theories corroborate with other beginnings.


The Open University ( 2012 ) B120 An debut to concern surveies. Book 2 ‘An debut to human resource direction in business’ . Milton Keynes.

Web beginning 1: hypertext transfer protocol: //businesscasestudies. co. uk/tesco/motivational-theory-in-practice-at-tesco/maslow-and-herzberg. hypertext markup language dated unknown ( accessed 28-Nov-2012 )

Web beginning 2: hypertext transfer protocol: //gmx. xmu. edu. cn/ews/business/management/chapter16. htm # what dated unknown ( accessed 28-Nov-2012 )


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