1.

Motivation is “Internal and external factors that stimulate desire and energy
in people to be continually interested in and committed to a job, role, or subject, and
to exert persistent effort in attaining a goal[1]”. Abraham Maslow developed a
motivational theory known as Maslow’s hierarchy of needs in which he argues that
human beings have 5 instinctive needs that need to be satisfied in order to achieve
self actualization. These needs are organized in a hierarchy where physiological
needs are at the bottom, followed by safety needs, needs of love and belonging,
esteem and self actualization [2].
The first level of the pyramid represents basic human needs such as food,
water, and sleep while the safety needs include stability, and job security. The third
level on the other hand represents affiliation, acceptance by a group, and belonging.
The last two of these needs are considered to be extrinsic, with esteem being the
need for recognition from others, prestige and status and self actualization
representing self fulfilment.
From the case study, a clear example of the safety needs is portrayed in
Holly’s case where she is an independent artist who could sell her work one month,
and sell none the next, thus lacking security; the reason why she applied for a job as
a graphic designer so as to receive a fixed income, guarantee job security, as well as
be able to still paint in her spare time. Carell who was first hired as a temp on the
other hand, seems to belong to the third level, where she was perhaps looking for
social acceptance, friendship, and work relations at first and maybe recognition thus
after. Steves who seems to be a “people person” doesn’t appear to be looking for
recognition, but rather a sense of affiliation, yet somehow he managed to turn his
interest into a business, which in turn is an achievement that is placed at the top of
the hierarchy. Moreover, Stern is looking to augment her self esteem, through
reputation and the sense of recognition, therefore belonging to the 4 th level of the
hierarchy. Connors is another example of a person who strived for recognition, as at
first his job was of no big significance, yet once he was promoted he unlocked his
creativity and gained recognition. Furthermore, people like Gioia, Brosnan, and
Gluckman went through various stages of personal growth and fulfilment that
eventually lead to self actualization. In Gioia’s case, he might not have been satisfied
with his first job, yet he eventually was appointed by the head of the government in
a position that involved his interest and love for art, in this way he reached the
highest level of the hierarchy, where he was able to obtain a title that increased his
self esteem, yet he still managed to pursue his interest. Additionally, Brosnan was
also able to turn his interest into a job with a respectable title that evolved over
time. Finally, Gluckman made a name for himself after 13 years of self growth which
resulted in his appointment as a perhaps reputable designer.
2. Frederick Herzberg proposed another theory of motivation which he called
the two-factor theory. In this theory of his, Herzberg proposed that two factors in an
employees work environment caused satisfaction or dissatisfaction. He defined the
satisfiers as motivational factors such as status, achievement, recognition and things
as such while he defined the dissatisfiers as hygiene factors. These hygiene factors
are considered as extrinsic needs which include things such as salary, the
organization and its policies, working conditions, as well as job security [3].
Using Herzberg’s theory, Gioia could be considered high on satisfaction as he
was able to achieve self actualization hence satisfying both intrinsic and extrinsic
needs, where he acquired an important title and probably a high salary. This might
not have been the case in Gioia’s first job though where extrinsic needs were
guaranteed, yet not being able to work in his area of interest could be considered a
hygiene factor that led to dissatisfaction. However, if a person cannot be fully
utilized then there will be a motivation problem. As a service manager Gluckman
must have been dissatisfied at first since even though he assumed the role of a
manager, he lacked growth and advancement, yet as a designer Gluckman’s self
esteem must have grown not necessarily because of the title, but because he was
given room to innovate and unlock his potential. The same is the case with Brosnan
where overtime he was motivated and overcame the hygiene factors. As a private
banker, Stern seemed to have no problem with hygiene factors as she had a secure
job that paid well; in addition she satisfied her intrinsic needs through recognition.
Carrel had no job security as a temp and probably a minimum salary, this could have
been dissatisfying for her, but once she developed interest in the job and acquired a
title, the motivators such as recognition and achievement fell into place. Steves
appears to be happy while travelling, and so satisfies basic physiological needs
perhaps. What’s more since recognition was not his goal, he could have been
satisfied with the business he started while avoiding hygiene factors altogether by
being the owner of his own business. Furthermore, Connors also had a rather secure
job yet he lacked motivators such as achievement, status and recognition, hence this
might have displeased him. Finally, Jones could have been satisfied with pursuing her
career as a free artist, yet hygiene factors such as job insecurity eventually lead her
to apply for a more satisfying job.
In conclusion, Herzbeg assumption that motivators and hygiene factors are
independent of each other could be considered true. However the factors
considered although independent to some extent, could influence each other. A
good salary and working environment could be enough at some point, yet the need
for self fulfilment could arise and with it dissatisfaction.
3. In today’s business environment, the workforce could be considered the
single most important factor in ensuring the optimal productivity of an organization;
this is accomplished by allowing the employees to make independent decisions or in
other terms empowering them. Empowerment is thus defined as granting authority
to a group of people or an individual to make autonomous decisions [4]. R.E Sibson,
gave it an even simpler definition where he stated "empowerment means granting
latitude of action for how the work is done to those who do the work." [5]. Moreover this
term implies encouraging employee feedback, or simply showing employees more
trust. Empowerment could thus be achieved by stressing values such as trust, and
teamwork while training the employees and defining the scope of decisions they can
make, so as to avoid mayhem.
Firms could benefit greatly from empowering their employees in a number of
ways described further. Firstly, giving employees more power allows for a change in
the command and control systems, causing the manager to undergo the role of the
facilitator who helps coordinate the workforce rather than assume the role of a
dictator, consequently encouraging teamwork. As a result, costs could be reduced as
the need for managerial supervision is diminished. Also, the implementation of such
a practice enables the employees to see the work environment as a positive one that
helps them believe in their judgments, enhances their motivation, encourages their
innovation, increases their commitment, and in turn allows them to develop a sense
of personal responsibility. Moreover, once the employees feel their contribution is of
vital importance they feel a sense of job ownership that further increases their
loyalty to the organization.
However, it is possible that this power be abused by employees, which is
mostly why this rather useful tool isn’t put into practice by managers. It is feared
that some individuals might use this power to further their personal careers rather
than to achieve the goals set by the organization. Equally, some employees might
not be able to embrace a change in the management system that expects them to
make good decisions and to hold more responsibility, rather preferring to be told
what to do, consequently some employees may quit. Furthermore, power hungry
employees could create conflicts that are the result of personal issues. Finally, cost
might be an issue for some organization since education and training of the
employees is necessary.
From the case study, a good example of an empowered employee would be
Gluckman. Being given the position of a designer, Gluckman’s passion for bicycles
was therefore made use of and he was given room for innovation and for the
injection of new ideas which might have in turn unlocked his potential and ensured
optimal productivity for his organization.
References:
[1] Motivation. (n.d.). Retrieved from
http://www.businessdictionary.com/definition/motivation.html

[2] Maslow's hierarchy of needs. (n.d.). Retrieved from http://www.abraham-

maslow.com/m_motivation/Hierarchy_of_Needs.asp

[3] Herzberg's motivation-hygiene theory (two factor theory). (n.d.). Retrieved from
http://www.netmba.com/mgmt/ob/motivation/herzberg/

[4] Empowerment. (n.d.). Retrieved from http://en.wikipedia.org/wiki/Empowerment

[5] Ruin, J.E. (2007). Empowering employees. Retrieved from http://findarticles.com/p/news-

articles/new-straits-times/mi_8016/is_20071201/empowering-employees/ai_n44384600/