HCM 433 MANGEMENT AND ORGANIZATIONAL BEHAVIOUR.pdf

(i) Although personal satisfaction is increasing it may not produce a more technically product.
Reductions in output and quality have been noted in a number of cases.
(ii) Some workers resist change and may not wish for enlargement of their jobs.
(iii) The actual system of production as in matter of technology, where specialized machinery
and assembly line technique may not leave much scope for enlargement of jobs.
Some management writers are of the opinion that job enlargement or enrichment may not
be desirable in all cases. Some employees who derive satisfaction from relating to their coworkers
may not like change which give time for social interaction. Yet again, the true effects of
enlargement or enrichment, designed to improve job scope and depth respectively, may well
depend upon the employee’s personality, background and values. It should however be pointed
out that limitations of job highly skilled workers, professionals and managers already contain
varying degree of challenge and accomplishment. Perhaps this could be enriched considerably
more than they are. But this can probably be done best by modern management technique such as
MBO and introducing more status symbols in the form of title and facilities.
4.0 TUTOR MARKED ASSIGNMENT
One way to address employees feeling or perception of fairness is through equity theory of
motivation. Explain how this theory helps to address this perceptual concern of employees.
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5.0 CONCLUSION
Over the years, many process theories have been proposed in several different branches of
psychology. This unit addressed the major process theories including; expectancy theory
of motivation, equity theory of motivation, goals setting theory, attribution theory, and
the reinforcement theory
6.0 SUMMARY
Broadly defined, motivation is the set of forces that cause people to behave in certain ways. A
motive is a need or desire within a person to achieve some goals or objective and understanding
human motivation is a complex matter with no precise answers. Although the causes of motivation
are not perfectly understood, the results of having motivated people in an organization are obvious
and highly beneficial. As a consequence, managers have tried to understand the conditions and
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