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Essay / Research Paper Abstract
A 6 page paper addressing the difficulty of motivating individuals. When we speak of “motivating the workforce,” rarely does that phrase invoke images of individual workers, all of whom have their own personal stories and all of whom have specific goals. Instead, the “workforce” becomes a nameless, faceless aggregation of individuals who have no individual identity. The purpose here is to examine the implications of the statement, “Individual workers are different, particularly in relation to their behavior, socio-economic status and expectations.” The paper calls on personality assessment and application of Maslow’s hierarchy of needs. Bibliography lists 8 sources.
Page Count:
6 pages (~225 words per page)
File: CC6_KSmgmtMotiInd.rtf
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Unformatted sample text from the term paper:
"motivating the workforce," rarely does that phrase invoke images of individual workers, all of whom have their own personal stories and all of whom have specific goals. Instead, the
"workforce" becomes a nameless, faceless aggregation of individuals who have no individual identity. The manner in which managers approach striving to motivate their
workers can have a profound effect on the success of the business unit, whether that unit is a team, department or the entire organization. The purpose here is to
examine the implications of the statement, "Individual workers are different, particularly in relation to their behavior, socio-economic status and expectations." The Broader Perspective
In 2003, the Harvard Business Review reprinted an article in which Frederick Herzberg had stated the obvious in 1968, obvious points that until that time had been overlooked. In
his article, Herzberg (2003) argued "that employees are motivated by interesting work, challenge and increasing responsibility" (p. 87). This statement is obvious only in retrospect, however. Its wisdom
can be quite elusive for the manager in the throes of dealing with an individual that the manager needs to encourage. Many blanket
statements are just wrong, but Herzberg (2003) appears to have managed to make broad, sweeping statements that can apply to virtually every individual in any field and at any level
of responsibility. Those suited to assembly line work - which can be indicated by aptitude and personality tests - can find the work quite interesting and challenging given the
right management structure, while those who cannot be bothered with small details will find neither interest nor challenge in such work. Thus the
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