A Job That I Was Motivated In Was As A Medic (Corpsman)

a job that i was motivated in was as a medic(corpsman) in the U.S Navy

A job that I was highly motivated to perform well in was as a medic corpsman in the U.S. Navy. During my service, I found a deep sense of purpose and fulfillment in providing medical care and assistance to service members. My motivation largely stemmed from my desire to contribute to the well-being of others, a sense of duty, and the positive impact I could have on people's lives during critical moments. The skills I developed and the knowledge I gained reinforced my commitment, and the camaraderie with colleagues fostered a supportive environment that further enhanced my motivation.

In contrast, I was not motivated in my role as a police officer. The primary reason for my lack of motivation was my supervisor's unethical expectations. He pressured me to arrest individuals for drug charges solely based on their prior convictions, regardless of the current circumstances or evidence. I felt uncomfortable with this directive because it conflicted with my personal values and sense of integrity. Engaging in such practices undermined my motivation to perform well, as I perceived it as unjust and beyond my ethical bounds. The mismatch between my personal morals and the job requirements created a sense of disengagement and decreased job satisfaction.

Paper For Above instruction

Understanding the factors that influence motivation and job satisfaction has been a central focus of organizational and psychological research. Drawing from various theories—including Maslow’s Hierarchy of Needs, Herzberg’s Two-Factor Theory, McClelland’s Theory of Needs, and Deci and Ryan’s Self-Determination Theory—I will explore these concepts in relation to my own experiences and subsequently develop a comprehensive personal theory of motivation.

My motivation as a Navy corpsman aligns closely with Maslow’s Hierarchy of Needs, particularly the esteem and self-actualization levels. The role fulfilled my esteem needs by providing recognition and respect from colleagues and superiors for my skills and dedication. It also satisfied my self-actualization needs through meaningful work that utilized my abilities, contributed to society, and fostered personal growth. The nature of medical caregiving offered a sense of purpose and mastery, which enhanced my intrinsic motivation.

Herzberg’s Two-Factor Theory divides work factors into motivators and hygiene factors. In my corpsman role, motivators such as achievement, recognition, the work itself, and opportunities for advancement fueled my motivation. Conversely, in the police role, hygiene factors were compromised—unethical directives and poor management practices created dissatisfaction that dampened motivation—even when extrinsic rewards like pay or job security remained adequate. This supports the notion that motivation is driven more profoundly by intrinsic factors than extrinsic conditions.

McClelland’s Need Theory emphasizes the importance of achievement, affiliation, and power. My corpsman role satisfied my achievement and affiliation needs through successful caregiving and teamwork, fostering a sense of belonging and accomplishment. Conversely, in the police job, my achievement was undermined by unethical practices, and my need for power was compromised by the authoritarian and corrupt environment, reducing motivation.

Deci and Ryan’s Self-Determination Theory highlights the importance of autonomy, competence, and relatedness as intrinsic motivators. During my medical service, I experienced high levels of autonomy in decision-making, competence in providing effective care, and connectedness with colleagues, all bolstering my intrinsic motivation. The unethical environment in policing restricted my autonomy and undermined my sense of competence and relatedness, leading to decreased motivation and job dissatisfaction.

Based on these insights, I propose a personal theory of job motivation and satisfaction that integrates these models. It posits that intrinsic motivation is primarily driven by aligning job roles with personal values and providing opportunities for mastery, autonomy, and meaningful social connections. When these needs are met, individuals experience higher motivation, engagement, and satisfaction. Conversely, when external pressures compel unethical or incompatible practices, motivation diminishes, and job satisfaction declines, regardless of extrinsic rewards.

This theory underscores the importance of ethical organizational culture, supportive leadership, and job design that fosters autonomy and mastery. For organizations aiming to enhance employee motivation and satisfaction, it is crucial to create environments that promote ethical practices, recognize intrinsic motivators, and allow individuals to find personal meaning in their work. Personal experiences confirm that when these conditions are satisfied, motivation flourishes; when they are absent, motivation wanes, leading to disengagement and dissatisfaction.

References

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