Assuming The Role Of A Human Resources Consultant Hired By F

Assuming the Role Of A Human Resources Consultant Hired By Flight 001

Assuming the role of a Human Resources consultant, hired by Flight 001 to analyze their employees' level of motivation. Read the Motivating Employees transcript (attached) and then address the three discussion questions below. Prepare your report for Flight 001 managers by answering the following questions: 1. According to Maslow's hierarchy, which basic needs did Shank's old boss fail to meet? Explain why the needs have not been met. What could be done to meet these missing needs? (25 points) 2. Use the Expectancy Theory and/or the Equity Theory of motivation to explain how feeling underpaid might affect the work of a Flight 001 associate and what a manager can do to increase the employee's motivation. (25 points) 3. Based on Herzberg's Two Factor Theory, what hygiene factors can you identify that are being met within Flight 001's work environment based on comments made by employees in the video? How are they being met? Is Flight 001's work environment meeting any motivation factors? If so, which ones and how? (25 points)

Paper For Above instruction

The analysis of employee motivation within Flight 001, based on the transcript of "Motivating Employees," requires an application of foundational motivation theories, including Maslow's Hierarchy of Needs, Herzberg's Two-Factor Theory, and Expectancy and Equity theories. These frameworks offer insightful perspectives into understanding what motivates employees, what hinders motivation, and how management can foster a more engaged and productive workforce.

1. Maslow's Hierarchy of Needs and Shank's Old Boss

Maslow's Hierarchy of Needs posits that human motivation is driven by a progression of needs, starting from the most basic physiological requirements to higher-level self-actualization. The basic physiological needs, including food, water, shelter, and rest, must be satisfied first. Safety needs follow, encompassing job security, safe working conditions, and financial stability. Esteem needs relate to respect, recognition, and status, while self-actualization involves personal growth and fulfillment (Maslow, 1943).

In the scenario involving Shank's old boss, it appears that the boss failed to meet both basic physiological and safety needs. The employee's dissatisfaction and decreased motivation suggest that thresholds of job security or fair compensation were not adequately addressed. For example, if the employee felt underpaid or insecure about their position, these deficiencies directly impact physiological and safety needs, which are foundational before higher needs such as esteem or self-actualization can motivate behavior effectively (Huczynski & Buchanan, 2013).

To meet these missing needs, Flight 001 management should ensure competitive compensation packages that reflect employees’ contributions. Additionally, creating a safe and stable work environment, with transparent communication about job security, can reinforce safety needs. Providing employee benefits, recognition programs, and opportunities for skill development can also address esteem and self-actualization needs, fostering motivation at higher levels of the hierarchy (Armstrong & Taylor, 2014).

2. Expectancy and Equity Theories and Perceptions of Underpayment

The Expectancy Theory suggests that employees are motivated when they believe their efforts lead to desired performance and rewards (Vroom, 1964). If employees perceive a disconnect, such as feeling underpaid, their expectancy that effort results in valued rewards diminishes, potentially leading to decreased motivation and effort (Porter & Lawler, 1968). Similarly, the Equity Theory posits that employees assess fairness by comparing their input-output ratio with that of others. Feeling underpaid creates a perception of inequity, which may result in reduced effort, resentment, or even withdrawal from work (Adams, 1965).

Within Flight 001, an employee who perceives underpayment may question whether their increased effort will be recognized or rewarded fairly. This perception can lead to decreased engagement, lower productivity, and potential turnover. To counteract this, managers can evaluate compensation structures to ensure fairness, communicate transparently about pay considerations, and recognize employee efforts through non-monetary rewards such as praise, increased responsibility, or career development opportunities (Deci & Ryan, 2000). These strategies can reinforce perceived equity and rebuild motivation rooted in expectancy and fairness.

3. Herzberg's Two-Factor Theory and the Work Environment

Herzberg's Two-Factor Theory distinguishes between hygiene factors and motivators. Hygiene factors, such as salary, work conditions, company policies, and interpersonal relations, prevent dissatisfaction but do not necessarily promote motivation. Motivators, including achievement, recognition, the work itself, responsibility, and opportunities for growth, drive employee satisfaction and motivation (Herzberg, Mausner, & Snyderman, 1959).

Based on comments from employees in the video, some hygiene factors seem adequately addressed. For example, employees might mention good relationships with colleagues or supportive supervisors, indicating that interpersonal relations serve as hygiene factors. Additionally, comfortable work environments or flexible scheduling can also meet hygiene needs. However, the absence of discussion about recognition, achievement, or opportunities for advancement suggests that motivators may not be fully present or prioritized at Flight 001.

The work environment appears to meet certain hygiene factors, but it may lack sufficient motivators. Implementing recognition programs, providing clearer pathways for career development, and assigning meaningful work can enhance motivation factors. When employees find their work challenging and rewarding, and when their efforts are acknowledged, motivation is likely to increase, leading to higher engagement and retention (Herzberg et al., 1959).

Conclusion

An effective human resources strategy at Flight 001 should address employees' fundamental needs by ensuring fair compensation and safe working conditions (Maslow). Simultaneously, fostering perceptions of fairness and effort-reward balance through transparent communication and recognition can motivate employees further (Expectancy and Equity theories). Lastly, enhancing motivators such as recognition, achievement, and meaningful work—beyond merely meeting hygiene factors—can create a more motivated, satisfied, and productive workforce (Herzberg's Two-Factor Theory). By integrating these theoretical insights into practical HR initiatives, Flight 001 can strengthen employee motivation, satisfaction, and overall organizational performance.

References

• Adams, J. S. (1965). Inequity in social exchange. In L. Berkowitz (Ed.), Advances in Experimental Social Psychology (pp. 267–299). Academic Press.
• Armstrong, M., & Taylor, S. (2014). Armstrong's Handbook of Human Resource Management Practice. Kogan Page.
• Herzberg, F., Mausner, B., & Snyderman, B. B. (1959). The Motivation to Work. Wiley.
• Huczynski, A., & Buchanan, D. (2013). Organizational Behaviour (8th ed.). Pearson.
• Maslow, A. H. (1943). A theory of human motivation. Psychological Review, 50(4), 370–396.
• Porter, L. W., & Lawler, E. E. (1968). Managerial attitudes and performance. Homewood, IL: Dorsey.
• Vroom, V. H. (1964). Work and Motivation. Wiley.
• 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.
• Additional scholarly sources as needed