2 REPLIES FOR BMAL 500 WEEK 3 FORUM 1

CAN YOU DO THESE FOR ME

  
Replies: Provide 2 thoughtful replies to the threads of classmates. Each reply must include an analysis of your classmates’ threads, based on any experience from your own professional career (if applicable) that might be relevant. All replies must be 200–250 words. Also, be sure to integrate the required reading in a logical and relevant manner.
You must cite:

The textbook or at least      1 peer-reviewed journal article;
1 passage of Scripture;      and
The audio lesson      presentation.

 submit your replies by 10:59 p.m. (cst) on Sunday 6/2/2019

reply 1

 Phillip Amos                       
            One of the  greatest business issues in my organization is maintaining a positive  attitude among staff.  The organization went through two years of  financial losses and had to reduce the workforce by nearly 100  positions.  These two factors had a direct impact on annual increases as  well as increased the workload for some individuals.  The organization  has always treated their employees fairly and have been overly generous  with compensation, benefits, and employee issues, so I am certain that  these decisions were well thought out and implemented in a way that was  fair and just to all those affected.
            However, with  the dark cloud of the past, our organizational attitude as not seen much  improvement over the last year and a half and turnover is still at an  all-time high.  Karatepe and Avci (2017) share that getting a grasp on  turnover, especially among senior nurses, is critical to the success of a  health system as well as to the quality of patient outcomes.   Currently, in the United States, there is a nursing shortage which has  led to my organization to replace its aging workforce with newly trained  nurses or those from foreign countries.  Karatepe and Avci (2017)  suggest that organizations should focus their efforts on retaining staff  that have self-efficient, hopeful, optimistic, and resilient attitudes,  which is something that I feel our organization has overlooked.  One  way to accomplish this is for the management team to provide  psychosocial support and to act upon any concerns raised by the team.   The methods for reporting concerns are available but could be better  publicized.  For many staff, they perceive that it is better to exit the  organization peacefully in order to avoid any additional conflict or  drama.
Kinicki and Fugate (2018) share having a positive  attitude about one’s job will likely result in them working longer and  harder to help the organization succeed.  There are three components of  attitudes that make up our overall feeling toward someone or something:  affective, cognitive, and behavioral.  Kinicki and Fugate (2018) share  that the feeling, belief, and intention of an individual affects the  actions of individual behavior.
Fischer (n.d.) shares that employees often succeed  when job expectancy is strong.  This occurs when the employee can feel  that the tasks assigned are attainable and that they will be rewarded  for doing a good job.  For some employees, involvement is a good  motivator (Fischer, n.d.).  My employer has allowed employees to  volunteer with process improvement projects within the organization.   During the project, they provided the volunteers with Lean Six Sigma  training with the goal of the employees utilizing that knowledge with  other processes throughout the organization, creating a culture of  continuous improvement. 
Christ understood the importance of one’s attitude.   Many scriptures instruct Christians to check their attitude.   Philippians 2:14 says to “do all things without grumbling or disputing”  (ESV).  One’s attitude within the workplace can have a significant  impact on their career journey where positivity is often recognized and  rewarded, not to mention contagious to other colleagues.  Philippians  2:3-4 “Do nothing from rivalry or conceit, but in humility count others  more significant than yourselves. Let each of you look not only to his  own interests, but also to the interests of others” (ESV).  Christ was  the greatest example of putting others first, which in turn creates  eternal blessings for both the giver and receiver.
References
Fischer, K. (n.d.). Motivation in the Workplace [Video file]. Retrieved from https://learn.liberty.edu/bbcswebdav/pid-39597491-dt-message-rid-373490127_1/xid-373490127_1
Karatepe, O. M., & Avci, T. (2017). The  effects of psychological capital and work engagement on nurses’ lateness  attitude and turnover intentions. Journal of Management Development, 36(8), 1029-1039. Retrieved from https://doi.org/10.1108/JMD-07-2016-0141
Kinicki, A., & Fugate, M. (2018). Organizational behavior: A practical, problem-solving approach. (2nd ed.). New York, NY: McGraw-Hill Education.

reply 2

 Ray Barron                           

             Throughout my career I have observed issues with job satisfaction  within my organization.  Working in Public Safety, my organization is  limited in its ability to exact change within the department.  Many  policies and administrative procedures are in place as required by local  government.  I, as well as coworkers and particularly managers, have  experienced issues with no job satisfaction or increased job  dissatisfaction.  The causing factors of this experience can be examined  applying Herzberg’s Motivator-Hygiene Theory.  
             As defined by Fugate and Kinicki (2018), Herzberg’s Motivator-Hygiene  Theory “proposes that job satisfaction and dissatisfaction arise from  two different sets of factors–satisfaction comes from motivating factors  and dissatisfaction from hygiene factors.” (pp. 169-170).  Motivating  factors are factors specific to the work being performed.  These  factors, or motivators, include achievement, recognition, stimulating  work, responsibility and advancement (Kinicki & Fugate, 2018, p.  170).  Hygiene factors are factors within the work environment.  These  factors include company policy, relationships with supervisors, working  conditions and salary (Kinicki & Fugate, 2018, p. 170).  Herzberg  noted that these factors do not directly interact with one another.   Meaning, the opposite of job satisfaction is not job dissatisfaction but  simply no job satisfaction; similarly, the opposite of job  dissatisfaction is not job satisfaction but simply no job  dissatisfaction (Kinicki & Fugate, 2018, p. 170).
             Applying this theory to the issue observed in the workplace, suggests  that the lack of job satisfaction is not due to job dissatisfaction but  rather a lack of motivating factors to transition employees from a state  of no job satisfaction to one of job satisfaction.  As indicated by  Kinicki and Fugate, research suggests that hygiene factors may not  completely be disconnected from job satisfaction (Kinicki & Fugate,  2018, p. 171).  One study focused research on public sector mangers and  concluded that these hygiene factors did not in fact significantly  affect job satisfaction (Hur, 2018).  As such, particularly within a  government organization such as mine, managers and employees alike must  seek intrinsic motivation to achieve job satisfaction since the  organization is limited in what extrinsic motivators (hygiene factors)  are within its power to control.  For instance, incentive pay, bonuses,  or promotions are often not feasible given budget constraints and strict  hiring and promotional processes.  The question becomes “What can be  done to correct this?”.  The answer is job enrichment.  Job enrichment  “modifies a job such that an employee has the opportunity to experience  achievement, recognition, stimulating work, responsibility, and  advancement” (Kinicki & Fugate, 2018, p. 188). This practical  application of Herzberg’s theory to the work itself, as a method of job  design, incorporates the motivating factors into a job giving the  employee more freedom from controlling hygiene factors.  
The  practice of job enrichment gives the employee a sense of fulfillment  and accomplishment, very intrinsic forms of motivation.  Organizations  should emphasize the incorporation of intrinsic motivators into their  job design, and as a form of job enrichment for employees in a current  state of no job satisfaction.  As suggested by Kahlib Fischer, extrinsic  motivators simply will not have the same impact on employees as  intrinsic motivators (Fischer, n.d.).  In keeping with the Biblical  concept of Covenant, Fischer answers the question “What should motivate  us?” (Fischer, n.d., Slide 11) that we as Christians should be “Living  for eternity–seeing God work through us to change lives around us.”  (Fischer, n.d., Slide 11).  Intrinsic motivation is the key to success  and job satisfaction, just as it is in life.  As illustrated in the  Bible, Mark 8:36 states “For what does it profit a man to gain the whole  world and forfeit his soul?” (English Standard Version).
References
Fischer, K. (n.d.). Lesson 3 Motivation in the Workplace [Lecture notes].
Hur, Y. (2018). Testing Herzberg’s Two-Factor Theory of Motivation in the Public Sector: Is it Applicable to Public Managers? Public Organization Review., 18(3). https://doi.org/10.1007/s11115-017-0379-1
Kinicki, A., & Fugate, M. (2018). Organizational Behavior: A Practical, Problem-Solving Approach (2nd ed.). NY, NY: McGraw-Hill Education.

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