What is the current design of your job? Assume that the opportunity arose for you to utilize the
idiosyncratic deals (i-deals) in redesigning your job. What would you do to make your job
inherently more motivating? How would you design the feedback and reward systems in the new
job? Be sure to include comments on two content theories and two process theories and highlight
the significance of each theory.
Currently, my position of a supervisor at the local hospital is designed and approved for
sufficient amount of autonomy to allow me for modeling my stance and positions of other team
members as needed. Consenting me the option to modify my job responsibilities is a privilege
my employer has given me after I had time to prove my nursing abilities through related
dexterity. Outside of my supervisory role, I also assist team nurses with bedside procedures,
schedule patient appointments if necessary, check-in hospital consumers, and perform various
tasks requested by hospital physicians. Until recently, my management team consisted of two
people, the supervisor and a charge nurse.
A few months ago, we created the two lead nurse positions as I was able to redefine everyone’s
role based on their personal strengths and weaknesses. About a month ago, my counterpart
decided to leave our organization and relocate to another state. This situation was a perfect call
to practice and apply idiosyncratic deals that would be of benefit to all. For a small increase in
pay, I decided to offer to take both management roles and help fulfill the position of a missing
charge nurse. My request was denied by the upper management in order to preserve company’s
integrity and maintain their structure of the climbing ladder process.
My offer was focused on becoming more affiliated with the organization and to increase my
interest in the company as I felt this approach would provide me with more challenging
opportunity and without disregarding that hard work pays off. By mastering the concept of
challenge, making progress toward the related situation and saving the company from struggle
while improving job satisfaction would be the strategies related to my overall stimuli and as need
theories of motivation. As described by David McClelland’s Need Theory, the concept clarifies
the need for success and promoting change as “…physiological or psychological deficiencies
that arose behavior” and “To overcome obstacles and attain a high standard” (Kinicki, &
Kreitner, 2003, p.206-209). On the other hand, I also affirm that Herzberg’s Motivator–Hygiene
Theory highlights my inherent motivational strategy as it illustrates that “Job satisfaction was
more frequently associated with achievement, recognition, characteristics of the work,
responsibility, and advancement” (Kinicki & Kreitner, 2003, p.211). By adapting to my new job
responsibilities and adding motivators into my scope of practice, my action would also arouse
enthusiasm within other team members toward their responsibilities and increased occupational
accomplishments.
The Victor Vroom’s Expectancy Theory, applies to process of motivation that describes the “…
belief that a particular degree of effort will be followed by a particular level of performance
(Kinicki & Kreitner, 2003, p.218). With my applied effort, the team members will stay motivated
, through expected results of the final decision and based on the amount of practical determination
and the strength of belief. While staying familiar with their leader who increases their self-
esteem, self-efficacy, and is familiar with their past work successes while offering assistance, the
team member’s expectancy process will be based on their effort toward performance. By
Motivating Employees through Job Design, it illustrates my internal desire for flexibility in my
position and to take on more responsibilities in the new conjoined role of the supervisor-charge
nurse. “Job design, also referred to as job redesign, “refers to any set of activities that involve the
alteration of specific jobs…” (Kinicki & Kreitner, 2003, p.225).
References
Kreitner, R., & Kinicki, A. (2013). Organizational behavior. (10th ed.). New York, NY:
McGraw-Hill/Irwin.
So what is your inherent motivational strategy and how does it specifically and directly associate
with achievement, recognition or the other aspects of Herzberg's Theory? “On the other
hand, I also affirm that Herzberg’s Motivator–Hygiene Theory highlights my inherent
motivational strategy as it illustrates that “Job satisfaction was more frequently associated
with achievement, recognition, characteristics of the work, responsibility, and
advancement”
As Herzberg was constructing his motivational theory which was based on the research of
accountants and engineers, he was searching for the factors that apply to their overall job
fulfillment and related disappointments (Kreitner, & Kinicki, 2013, p.211). Since all the
motivational aspects of his theory were associated with “the content of the task being
performed,” they closely reflect on my dedicated effort and routine in accomplishing my duties.
My probability of dissatisfaction was related to the tasks that would undoubtedly pile up if not
addressed on time where family/patient satisfaction would never be adequately achieved. My
success was connected to my dedicated effort to avoid negative atmosphere and help with charge
nurse responsibilities to make my team function to the best of their abilities, where my
recognition was associated with working long hours and feel appreciated for my dedication and
willpower to help. My responsibility was attached to leading others while overseeing the overall
of nursing care and by staying in touch with families and their ill loved ones to create the
welcoming and warm environment. As I stated earlier, “By adapting to my new job
responsibilities and adding motivators into my scope of practice, my action would also arouse
idiosyncratic deals (i-deals) in redesigning your job. What would you do to make your job
inherently more motivating? How would you design the feedback and reward systems in the new
job? Be sure to include comments on two content theories and two process theories and highlight
the significance of each theory.
Currently, my position of a supervisor at the local hospital is designed and approved for
sufficient amount of autonomy to allow me for modeling my stance and positions of other team
members as needed. Consenting me the option to modify my job responsibilities is a privilege
my employer has given me after I had time to prove my nursing abilities through related
dexterity. Outside of my supervisory role, I also assist team nurses with bedside procedures,
schedule patient appointments if necessary, check-in hospital consumers, and perform various
tasks requested by hospital physicians. Until recently, my management team consisted of two
people, the supervisor and a charge nurse.
A few months ago, we created the two lead nurse positions as I was able to redefine everyone’s
role based on their personal strengths and weaknesses. About a month ago, my counterpart
decided to leave our organization and relocate to another state. This situation was a perfect call
to practice and apply idiosyncratic deals that would be of benefit to all. For a small increase in
pay, I decided to offer to take both management roles and help fulfill the position of a missing
charge nurse. My request was denied by the upper management in order to preserve company’s
integrity and maintain their structure of the climbing ladder process.
My offer was focused on becoming more affiliated with the organization and to increase my
interest in the company as I felt this approach would provide me with more challenging
opportunity and without disregarding that hard work pays off. By mastering the concept of
challenge, making progress toward the related situation and saving the company from struggle
while improving job satisfaction would be the strategies related to my overall stimuli and as need
theories of motivation. As described by David McClelland’s Need Theory, the concept clarifies
the need for success and promoting change as “…physiological or psychological deficiencies
that arose behavior” and “To overcome obstacles and attain a high standard” (Kinicki, &
Kreitner, 2003, p.206-209). On the other hand, I also affirm that Herzberg’s Motivator–Hygiene
Theory highlights my inherent motivational strategy as it illustrates that “Job satisfaction was
more frequently associated with achievement, recognition, characteristics of the work,
responsibility, and advancement” (Kinicki & Kreitner, 2003, p.211). By adapting to my new job
responsibilities and adding motivators into my scope of practice, my action would also arouse
enthusiasm within other team members toward their responsibilities and increased occupational
accomplishments.
The Victor Vroom’s Expectancy Theory, applies to process of motivation that describes the “…
belief that a particular degree of effort will be followed by a particular level of performance
(Kinicki & Kreitner, 2003, p.218). With my applied effort, the team members will stay motivated
, through expected results of the final decision and based on the amount of practical determination
and the strength of belief. While staying familiar with their leader who increases their self-
esteem, self-efficacy, and is familiar with their past work successes while offering assistance, the
team member’s expectancy process will be based on their effort toward performance. By
Motivating Employees through Job Design, it illustrates my internal desire for flexibility in my
position and to take on more responsibilities in the new conjoined role of the supervisor-charge
nurse. “Job design, also referred to as job redesign, “refers to any set of activities that involve the
alteration of specific jobs…” (Kinicki & Kreitner, 2003, p.225).
References
Kreitner, R., & Kinicki, A. (2013). Organizational behavior. (10th ed.). New York, NY:
McGraw-Hill/Irwin.
So what is your inherent motivational strategy and how does it specifically and directly associate
with achievement, recognition or the other aspects of Herzberg's Theory? “On the other
hand, I also affirm that Herzberg’s Motivator–Hygiene Theory highlights my inherent
motivational strategy as it illustrates that “Job satisfaction was more frequently associated
with achievement, recognition, characteristics of the work, responsibility, and
advancement”
As Herzberg was constructing his motivational theory which was based on the research of
accountants and engineers, he was searching for the factors that apply to their overall job
fulfillment and related disappointments (Kreitner, & Kinicki, 2013, p.211). Since all the
motivational aspects of his theory were associated with “the content of the task being
performed,” they closely reflect on my dedicated effort and routine in accomplishing my duties.
My probability of dissatisfaction was related to the tasks that would undoubtedly pile up if not
addressed on time where family/patient satisfaction would never be adequately achieved. My
success was connected to my dedicated effort to avoid negative atmosphere and help with charge
nurse responsibilities to make my team function to the best of their abilities, where my
recognition was associated with working long hours and feel appreciated for my dedication and
willpower to help. My responsibility was attached to leading others while overseeing the overall
of nursing care and by staying in touch with families and their ill loved ones to create the
welcoming and warm environment. As I stated earlier, “By adapting to my new job
responsibilities and adding motivators into my scope of practice, my action would also arouse
