HRM3701 ASSIGNMENT 03 SEMESTER 1 2025 Introduction 2 Question 1: Critical Analysis of Key Factors Leading to Barbara’s Job Dissatisfaction (6 marks) 2 Question 2: Using Hackman and Oldham’s Job Characteristics Theory to Compare the Neurological Ward and

Table of Contents
Introduction ................................................................................................................ 2


Question 1: Critical Analysis of Key Factors Leading to Barbara’s Job Dissatisfaction

(6 marks) .................................................................................................................... 2


Question 2: Using Hackman and Oldham’s Job Characteristics Theory to Compare

the Neurological Ward and Operating Room Roles (16 marks) ................................. 5


Question 3: Applying Job Enrichment Techniques to Improve Barbara’s Job

Satisfaction and Engagement (6 marks) .................................................................... 7


Question 4: Evaluating Barbara’s Motivation and Job Satisfaction Using Relevant

Theories (10 marks) ................................................................................................. 10


Question 5: Critical Analysis of Feedback and Communication in Barbara’s Work

Environment (5 marks) ............................................................................................. 12


Question 6: Supporting Barbara’s Career Development and the Importance of Growth

Opportunities (3 marks) ............................................................................................ 14


Recommendations ................................................................................................... 16


Question 7: Personal Coping Strategies and Effective Communication with Supervisor

(4 marks) .................................................................................................................. 16


Conclusion ............................................................................................................... 18


References ............................................................................................................... 19

,Introduction

The case of Barbara Wilson, a seasoned nurse at Hope Regional Medical Centre,

offers a compelling scenario to explore the practical application of human resource

management (HRM) principles in a healthcare context. After a positive and fulfilling

experience in the neurological ward, Barbara's transfer to the operating room resulted

in a marked decline in her motivation, job satisfaction, and engagement. This transition

illustrates how changes in job roles if not strategically managed can lead to

professional disengagement and dissatisfaction. This assignment critically examines

the factors that contributed to Barbara’s dissatisfaction by drawing on key HRM

theories, including Herzberg’s Two-Factor Theory, Vroom’s Expectancy Theory, and

Hackman and Oldham’s Job Characteristics Model. It further evaluates the role of

feedback, communication, and organisational support in shaping employee

experiences. By integrating both local (South African) and global HRM perspectives,

this analysis aims to offer practical recommendations for job enrichment, career

development, and personal coping strategies. Through this theoretical and practical

evaluation, the assignment seeks to highlight the importance of aligning employee

roles with their strengths, expectations, and career goals to promote sustained job

satisfaction and professional growth in dynamic work environments.


Question 1: Critical Analysis of Key Factors Leading to Barbara’s Job
Dissatisfaction (6 marks)

Barbara’s job dissatisfaction following her transfer from the neurological ward to the

operating room can be critically analysed using several key factors, grounded in

human resource management theory.


1. Nature of Tasks and Responsibilities

, In the neurological ward, Barbara had a varied and meaningful workload—she

engaged directly in patient care, exercised clinical judgment, and handled a broad

scope of tasks such as administering medication, coordinating recovery plans, and

offering emotional support. These responsibilities are linked to task identity and

significance, which contribute to job satisfaction (Robbins & Judge, 2019).

In contrast, her role in the operating room was narrow and repetitive, primarily

involving assisting surgeons and following direct instructions. She had minimal

autonomy and her tasks were confined to short surgical procedures, offering little

opportunity to apply her full range of skills.


2. Loss of Personal Interaction and Feedback


Barbara’s satisfaction in the neurological ward stemmed from direct interaction with

patients, where she received instant gratitude and feedback, reinforcing her sense

of purpose. According to Herzberg’s Two-Factor Theory, such recognition is a key

motivator (Herzberg, 1968). In the operating room, Barbara lacked both patient

interaction and feedback from supervisors, which eliminated this important source

of intrinsic motivation.


3. Mismatch Between Expectations and Reality


Barbara initially viewed the transfer as an opportunity for a slower pace and better

work-life balance. However, the monotony and impersonality of the operating room

role clashed with her expectations. This reflects expectancy theory where a

mismatch between expected outcomes and actual experiences leads to dissatisfaction

(Vroom, 1964).


4. Reduced Autonomy and Professional Input