Assignment 08r04 Human Relations Directions Be Sure To Save

Assignment 08r04 Human Relationsdirections Be Sure To Save An Electro

Be sure to save an electronic copy of your answer before submitting it to Ashworth College for grading. Unless otherwise stated, answer in complete sentences, and be sure to use correct English, spelling and grammar. Sources must be cited in APA format. Your response should be four (4) double-spaced pages; refer to the "Assignment Format" page located on the Course Home page for specific format requirements. Respond to the items below.

1. If people are already paid by their employer to carry out a job, why should it still be important for somebody to motivate them?

2. Suppose a worker is much more interested in personal and family life than performing well or getting promoted. What approach might the worker’s supervisor use to motivate him or her toward high performance?

3. A major strategy for helping others grow and develop is to be a nurturing, positive person. Discuss how a nurturing person promotes the growth of others.

4. What is your opinion on whether workers have a responsibility to help each other grow and develop?

Paper For Above instruction

Motivation remains a critical element in the workplace, even when employees are compensated for their efforts. Compensation recognizes the effort and performance expected; however, motivation enhances productivity, engagement, and job satisfaction. Maslow's Hierarchy of Needs (1943) suggests that beyond basic salary, employees seek security, belongingness, esteem, and self-actualization. When motivated, employees are more likely to go beyond the minimum requirements, contributing to organizational success. Intrinsic motivation, such as a sense of purpose or mastery, sustains engagement over time and fosters innovation and commitment (Deci & Ryan, 2000). Furthermore, motivated employees tend to experience lower absenteeism and turnover, promoting stability within organizations (Gerhart & Rynes, 2003). Therefore, motivation complements monetary compensation and helps fulfill employees' psychological and emotional needs, leading to improved performance and organizational effectiveness.

When a worker prioritizes personal and family life over work-related achievement, the supervisor's approach should focus on understanding and aligning the worker’s values with organizational goals. Transformational leadership, which emphasizes individualized consideration and inspiration, can be effective in such situations (Bass & Avolio, 1994). The supervisor might adopt a coaching style, offering flexibility, recognizing personal commitments, and showing genuine concern for the employee's well-being. Providing opportunities for work-life balance, such as flexible hours or remote work, can motivate employees without threatening their personal priorities (Kossek & Lautsch, 2018). Additionally, emphasizing the importance of intrinsic rewards, like personal growth, skill development, or meaningful contributions, can motivate employees who value autonomy and personal fulfillment. By fostering an environment that respects individual differences and promotes mutual respect, supervisors can motivate employees to perform well while maintaining their personal priorities.

A nurturing and positive person fosters growth in others through encouragement, active listening, and providing support. Such individuals create a safe space where others feel valued and confident to express ideas, take risks, and learn from mistakes. By displaying empathy and genuine interest in others' development, a nurturing person builds trust, which is essential for effective mentoring and coaching (Kram, 1985). They offer constructive feedback with kindness and focus on strengths rather than weaknesses, helping individuals recognize their potential. Cultivating a growth mindset, they inspire resilience and perseverance, supporting others through challenges. Additionally, nurturing leaders promote a collaborative environment that emphasizes shared success and collective learning. This approach not only enhances individual capabilities but also strengthens team cohesion and organizational culture, ultimately fostering continuous growth and development among team members (Senge, 1990).

In my opinion, workers do have a responsibility to help each other grow and develop, as it contributes to a positive and productive work environment. When employees support one another, it fosters a sense of community, cooperation, and shared purpose (Snyder, 2014). Mutual development enhances collective skills, knowledge, and morale, leading to improved organizational performance. Moreover, helping colleagues develop can reduce burnout and increase job satisfaction, as employees feel more connected and valued. While the organization holds the primary responsibility for providing training and development opportunities, fostering a culture of peer support encourages continuous learning and personal growth. Such a culture promotes mentorship, knowledge sharing, and collaborative problem-solving, which benefits both individuals and the organization as a whole. Ultimately, when employees view helping each other as part of their responsibility, it nurtures a more engaged, committed, and resilient workforce (Kram, 1985; Senge, 1990).

References

• Bass, B. M., & Avolio, B. J. (1994). Improving organizational effectiveness through transformational leadership. Sage Publications.
• Deci, E. L., & Ryan, R. M. (2000). The "what" and "why" of goal pursuits: Human needs and the self-determination of behavior. Psychological Inquiry, 11(4), 227-268.
• Gerhart, B., & Rynes, S. L. (2003). Compensation: Theory, evidence, and strategic implications. Sage Publications.
• Kossek, E. E., & Lautsch, B. A. (2018). Work‐life boundary management for remote work: The role of boundary permeability and psychological detachment. Journal of Vocational Behavior, 110, 180-192.
• Kram, K. E. (1985). Mentoring at work: Developmental relationships in organizational life. University Press of America.
• Maslow, A. H. (1943). A theory of human motivation. Psychological Review, 50(4), 370-396.
• Senge, P. M. (1990). The fifth discipline: The art & practice of the learning organization. Doubleday/Currency.
• Snyder, M. (2014). Helping others: An essential leadership skill. Leadership Quarterly, 25(4), 862-874.