Managing Human Resources
The Hackman and Oldham Job Characteristics Model establishes five core job characteristics that ultimately affect the level of employee motivation, in-role performance and job satisfaction (Stone 2010). These characteristics include skills variety, task identity, task significance, autonomy and feedback (Stone 2010, p.177).
First, the demotivators of Ashley’s ‘old’ job will be discussed. In the ‘old’ job Ashley found herself having to adhere to strict rules of doing her work which limited the autonomy she desired. Further, the accepted practice of providing clients with packaged investment portfolios restricted the variety of skills that Ashley could use making the job monotonous and dull while also possibly lowering the importance level of the job to colleagues and the management. The perceived task significance of her work was eroded by Ashley’s manager who disregarded the results of her assignment on client relations. This issue is addressed by Rigby (2010), who stresses the importance of letting employees know that their opinion counts and is valued. The manager’s actions in respect of the report indicated to Ashley that her work was not appreciated because of unfavourable outcomes.
The development of a more ethical and client-oriented investment program and its following rejection by Tom Medley proved to be a further demotivator for Ashley, who at that point felt that none of her efforts at work were valued. Piccolo et al. (2010) suggest that leaders’ ethical values affect task significance and job autonomy. Thus, Tom’s disregard of ethical issues in current work practices could have had a direct negative impact on motivation levels of employees.
Employee engagement at work seems to be affected mainly by non-financial factors (Giancola 2011). Such aspects as decision-making authority, opportunities to advance career and ability to influence work outcomes appear to satisfy the needs of competence, autonomy and relatedness that drive employee motivation
First, the demotivators of Ashley’s ‘old’ job will be discussed. In the ‘old’ job Ashley found herself having to adhere to strict rules of doing her work which limited the autonomy she desired. Further, the accepted practice of providing clients with packaged investment portfolios restricted the variety of skills that Ashley could use making the job monotonous and dull while also possibly lowering the importance level of the job to colleagues and the management. The perceived task significance of her work was eroded by Ashley’s manager who disregarded the results of her assignment on client relations. This issue is addressed by Rigby (2010), who stresses the importance of letting employees know that their opinion counts and is valued. The manager’s actions in respect of the report indicated to Ashley that her work was not appreciated because of unfavourable outcomes.
The development of a more ethical and client-oriented investment program and its following rejection by Tom Medley proved to be a further demotivator for Ashley, who at that point felt that none of her efforts at work were valued. Piccolo et al. (2010) suggest that leaders’ ethical values affect task significance and job autonomy. Thus, Tom’s disregard of ethical issues in current work practices could have had a direct negative impact on motivation levels of employees.
Employee engagement at work seems to be affected mainly by non-financial factors (Giancola 2011). Such aspects as decision-making authority, opportunities to advance career and ability to influence work outcomes appear to satisfy the needs of competence, autonomy and relatedness that drive employee motivation