,HRM3701 Assignment 3 (COMPLETE ANSWERS)
Semester 1 2025 - DUE 2 May 2025 ; 100% TRUSTED
Complete, trusted solutions and explanations.
Question 1
Critically analyse the key factors that led to Barbara’s job
dissatisfaction after being transferred from the neurological ward to
the operating room. (6)
1. Nature of Tasks and Responsibilities (Comparison of Roles)
Neurological Ward:
Broad and Varied Tasks: Barbara engaged in a wide range of
responsibilities, including administering IVs, managing patient
charts, giving medications, doing dressing changes, bed baths, and
overall patient care.
Comprehensive Patient Care: She participated in all stages of
patient care, including after-surgery care, symptom management,
mobility assistance, and discharge coordination.
Autonomy and Decision-Making: Barbara made many decisions
independently, using her clinical knowledge and judgment to
manage patient care.
Interaction and Relationships: She had ongoing, meaningful
interactions with patients and built strong rapport with them.
Feedback and Recognition: She received direct feedback from
patients and recognition from supervisors, reinforcing job
satisfaction and performance.
Operating Room:
Limited Scope of Tasks: Her duties were narrowly focused —
e.g., inserting catheters, positioning patients, and following direct
instructions during surgery.
, Low Autonomy: The surgeon dictated all activities, and Barbara
had minimal decision-making power.
Minimal Patient Interaction: Patients were unconscious or
sedated; there was no opportunity to build rapport or offer ongoing
care.
Lack of Feedback and Recognition: She received neither patient
gratitude nor supervisor feedback. Her work felt invisible and
unappreciated.
Idle Time: When surgeries weren’t scheduled, she had little or
nothing to do, reducing her sense of productivity.
2. Mismatch Between Expectations and Reality
Expectation: Barbara initially saw the OR as a slower-paced
environment that would offer relief from the physical and
emotional demands of the ward. She likely expected professional
stimulation and teamwork, perhaps a different kind of engagement
that still utilised her skills.
Reality: Instead, she encountered a highly structured, repetitive,
and hierarchical environment with rigid roles and minimal personal
or professional fulfillment. The OR did not allow her to use the
breadth of her skills or feel impactful.
3. Job Characteristics and Motivation Factors
Applying Hackman and Oldham’s Job Characteristics Model, the
following key elements are relevant:
Skill Variety: High in the neurological ward, low in the OR.
Task Identity: High in the ward (seeing full patient journeys), low
in the OR (small, isolated tasks).
Semester 1 2025 - DUE 2 May 2025 ; 100% TRUSTED
Complete, trusted solutions and explanations.
Question 1
Critically analyse the key factors that led to Barbara’s job
dissatisfaction after being transferred from the neurological ward to
the operating room. (6)
1. Nature of Tasks and Responsibilities (Comparison of Roles)
Neurological Ward:
Broad and Varied Tasks: Barbara engaged in a wide range of
responsibilities, including administering IVs, managing patient
charts, giving medications, doing dressing changes, bed baths, and
overall patient care.
Comprehensive Patient Care: She participated in all stages of
patient care, including after-surgery care, symptom management,
mobility assistance, and discharge coordination.
Autonomy and Decision-Making: Barbara made many decisions
independently, using her clinical knowledge and judgment to
manage patient care.
Interaction and Relationships: She had ongoing, meaningful
interactions with patients and built strong rapport with them.
Feedback and Recognition: She received direct feedback from
patients and recognition from supervisors, reinforcing job
satisfaction and performance.
Operating Room:
Limited Scope of Tasks: Her duties were narrowly focused —
e.g., inserting catheters, positioning patients, and following direct
instructions during surgery.
, Low Autonomy: The surgeon dictated all activities, and Barbara
had minimal decision-making power.
Minimal Patient Interaction: Patients were unconscious or
sedated; there was no opportunity to build rapport or offer ongoing
care.
Lack of Feedback and Recognition: She received neither patient
gratitude nor supervisor feedback. Her work felt invisible and
unappreciated.
Idle Time: When surgeries weren’t scheduled, she had little or
nothing to do, reducing her sense of productivity.
2. Mismatch Between Expectations and Reality
Expectation: Barbara initially saw the OR as a slower-paced
environment that would offer relief from the physical and
emotional demands of the ward. She likely expected professional
stimulation and teamwork, perhaps a different kind of engagement
that still utilised her skills.
Reality: Instead, she encountered a highly structured, repetitive,
and hierarchical environment with rigid roles and minimal personal
or professional fulfillment. The OR did not allow her to use the
breadth of her skills or feel impactful.
3. Job Characteristics and Motivation Factors
Applying Hackman and Oldham’s Job Characteristics Model, the
following key elements are relevant:
Skill Variety: High in the neurological ward, low in the OR.
Task Identity: High in the ward (seeing full patient journeys), low
in the OR (small, isolated tasks).
