University Of Phoenix 2016 HR Scenario Video Transcript ✓ Solved

Video Transcriptpage 1 University Of Phoenix 2016 Hr Scenario 6 Of 6

Understand the task of researching effective methods to motivate employees in order to increase morale and work productivity within a company that faces resistance to change and needs to reduce staff costs by eliminating some jobs. The company also wants to improve morale among the employees who will remain employed. Use this information to address scenario six on the HR scenarios worksheet.

Sample Paper For Above instruction

In contemporary organizational management, motivating employees effectively is vital to maintaining high morale and productivity, especially during periods of organizational change such as downsizing or restructuring. In this scenario, the company must balance cost-cutting measures with initiatives that sustain or elevate employee motivation. This paper explores two prominent motivational theories—Maslow’s Hierarchy of Needs and Herzberg’s Two-Factor Theory—and applies them to the given scenario to recommend effective motivational strategies.

Understanding the Context and Challenges

The company faces resistance to change, a common barrier in organizational transformations, which can dampen employee morale and hamper productivity (Kotter, 2012). Additionally, cost reduction strategies by eliminating staff positions may foster anxiety, insecurity, and reduced engagement among remaining employees (Tetrick & Quick, 2011). Consequently, the role of HR is crucial in implementing motivation techniques that mitigate negative sentiments and promote positive attitudes towards organizational change.

Motivational Theories and Their Applicability

Maslow’s Hierarchy of Needs: This theory posits that employees are motivated by fulfilling five levels of needs, starting from physiological needs to self-actualization (Maslow, 1943). During organizational change, ensuring that basic needs are met, such as job security and safe working conditions, is essential. To motivate staff, HR can focus on providing job stability, competitive compensation, and recognition programs (Srivastava, 2012).

Herzberg’s Two-Factor Theory: Herzberg distinguished between hygiene factors (such as salary, work conditions, and company policies) and motivators (achievement, recognition, and growth opportunities) (Herzberg, 1959). Addressing hygiene factors eliminates job dissatisfaction, while enhancing motivators fosters job satisfaction and high performance.

Implementing Motivation Strategies Based on Theories

Addressing Hygiene Factors: In times of cost-cutting, it is vital to maintain or improve hygiene factors without necessarily increasing costs. Transparent communication about organizational changes, involving employees in decision-making, and providing support systems can help reduce uncertainty and anxiety (Cameron & Green, 2015).

Fostering Motivators: Post-reduction, HR can implement recognition programs, provide opportunities for skill development, and create pathways for career advancement to motivate remaining employees (Deci & Ryan, 2000). Additionally, fostering a participative leadership style encourages engagement and ownership among staff.

Conclusion and Final Recommendations

The integration of Maslow’s hierarchy and Herzberg’s motivator-hygiene theory provides a comprehensive framework for motivating employees during organizational restructuring. HR should prioritize transparent communication, involve employees in change initiatives, and recognize their contributions to foster a resilient and motivated workforce. Tailored strategies that address both hygiene factors and motivators can help cushion the impact of staff reductions and drive sustained productivity and morale.

References

• Cameron, E., & Green, M. (2015). Making sense of change management: A complete guide to the models, tools and techniques of organizational change. Kogan Page Publishers.
• 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.
• Herzberg, F. (1959). The motivation to work. John Wiley & Sons Inc.
• Kotter, J. P. (2012). Leading change. Harvard Business Review Press.
• Maslow, A. H. (1943). A theory of human motivation. Psychological Review, 50(4), 370-396.
• Srivastava, D. (2012). Motivation and productivity. International Journal of Business and Management, 7(6), 123-130.
• Tetrick, L. E., & Quick, J. C. (2011). Organizational behavior and human decision processes. Journal of Organizational Psychology, 31(2), 127-139.