This cannon introduces the concept that engineers have a moral responsibility to be good at their jobs. By broadening the scale of this rule, one could argue that employers have an ethical obligation to employ only competent engineers, and to fire any who are under-preforming. However, firing an employee will almost always cause
These managers like to retain most of their power and authority, by making decisions on their own, then instructs their employees to carry out the work task. They often describe as "authoritative", because they act as "authorities". This type of manager places great deal of concern on the accomplishment of the work, whilst much less concern for the worker's opinions/attitudes toward the manager's decision. This is like self-fulfilling, as the managers give less opportunities for the employees to participate, the employees will probably lead to decrease of work motivation. It is held that employees will end up only respond to monetary rewards, their payment.
Consequently, it is essential that there is an understanding of the psychological processes involved in motivation. Needs theories attempt to identify internal factors that drive a person 's performance, originating from an underlying foundation that an individual’s motivation stems from a yearning to satisfy or accomplish a need. By extension, these theories also explain that individuals are driven by unsatisfied needs, and before greater needs can be accomplished, first lower needs must be met. The notion that workers are motivated predominately by pay was first extended by Frederick Winslow Taylor. The Theory of Scientific Management contended that employees naturally dislike work, so it was most beneficial to management to break up work into small, repetitive tasks.
It is often difficult for employees to devote themselves and engage fully in teamwork activities whenever their leaders favor some of their counterparts while showing bias against others. As the Two Factor Theory puts it, employee satisfaction and dissatisfaction have to be handled separately to ensure that the right measures are initiated whenever there are challenges that jeopardize the prospect of organizations attaining their goals. It is therefore the role of managers to make the environment of their workplaces ethical to attain the level of motivation needed to make employees perform effectively.
Motivational problems among workers will cause the performance of the organization is threatened. Therefore, as a manager of an organization should identify the problem of motivation wise and intelligent among workers dealing with the problem based on theoretical methods that have been introduced. With regards to motivation theory approach pioneered by Fedrick Taylor stressing compensation or reward in the form of salary payments to individuals to encourage outstanding work performance. Hence the theory , we can find motivation problems faced by the employees based on the performance of the framework that does not have the quality or the quality of either form of products or activities required by the organization in order to achieve the goal. For example, employees often feel stress and dissatisfaction will do things work with negative emotions such as being lazy, not disciplined, not caring and sensitive in a case that occurred in the organization.
However, human have a tendency to progress in their career or will feel uninspired in their job. When employees are bland they will rebel by giving less, complain, and make excuses to attend work, or walk off the job. It don’t matter how much someone is making if they are miserable with their current position they will seek other position that pay less within the industry to avoid confrontation. For employees to meet their manager’s expectation their job function should be clear of what is expected from them. In order, for a company to build effective managers the have to be counter-productive by being properly trained, understand policies and guidelines affecting their staff.
As he was attempting to stop a behavior that tarnishes his work record and prevents him from receiving a bonus. Subject to McClelland’s Acquired Needs Theory the manager catered to the Need for Achievement. The manager was attempting to solve a problem with his workers by enacting a new rule. Motivator Factors under Herzberg’s Two-Factor Theory explains the manager’s decision as well. He took action in order to receive recognition
The most famous of these studies were those performed by the Hawthorne works (a.k.a. Hawthorne Studies) which should how work groups provide mutual support and effective resistence to management techniques in order to increase production. This study concluded that workers did not seem to respond to the classical motivation approaches that were suggested by Frederic Taylor , but rather workers were interested in rewards and punishment within their own work groups. These studies, which were conducted in the 1920’s, started as a straight forward attempt to determine the relationship between the work environment and productivity. The results of the study led researchers to feel that they were dealing with socio-psychological factors that were not explained by classical theory which in turn, stressed the formal organization and formal leadership.
Classical theory is defined as a management theory of a large organization in which management is led by intuition to motivate and control employees (Hamilton, 2008 p. 41). The Classic Theory can be divided into two large subgroups, scientific managers and bureaucratic theorists. Scientific manager’s focus is on reducing production costs while bureaucratic theorists focus is on administrative efficiency (Hamilton, 2008 p. 43). Although Theory X is not a large subgroup of the Classical Theory, it is under the classical theory and its crucial point is that workers are assumed lazy; therefore managers punish them to motivate them. Managers of Theory X believe that the average person; will avoid work because they do not like work, will not strive to achieve objectives, will avoid responsibilit... ... middle of paper ... ... Curtis , R. A.
Mr. McGregor theorizes that management views an employee’s motivation toward work in two distinct ways—Theory X and Theory Y. Theory X managers believe the following: (1) The average worker naturally does not like work and will avoid it whenever possible. (2) Managers must always control, motivate, and direct their employees to perform well. (3) Most workers prefer being directed, avoid responsibility, and seek job security. On the other hand, Theory Y managers assume the following: (1) Employees enjoy working.