Herzberg’s theory (1966) concluded that factors such as (but not limited to) Achievement, Recognition and Advancement motivate staff. This is shown in the Barbour Brown Engineering Ltd case study as everyone is fairly well paid however James is often treated as David’s senior whereby he would have James give out the new projects to staff and was also allowed to authorise site visits when David was out of the office. This has lead too many of the engineers being de-motivated and to a certain point disgruntled as they all have their chartered status and James doesn’t and therefore less …show more content…
shoulder) task. It also didn’t help that timesheets had to be signed prior to going out on a site visit. As there is no offer of a challenge or discussion of Targets or how to best approach a project, the staff are not fully committed to their job.
3. Job performance and team cohesiveness have improved within the Structural Engineering Office through the following: o Under the influence of Jack the team were empowered to allow them an element of decision making which adds value to their job role. o Hygiene Factors (as by Herzberg) helped towards motivation which in turn improved team work as the team share the work itself ad some responsibility, the achievement, and the recognition. o Shared work space. Jack and the rest of his team sit in the same room where as the other Engineering Office didn’t. o Neil has given Jack a certain amount of autonomy and encourages him to attend management meetings.
4. Working as a team is extremely important as it increases productivity, morale and makes companies more profitable. The old saying “a problem shared is a problem halved” this is applicable also when considering a specific task or long term goal. Delegating and sharing tasks makes things easier to handle and helps shrink barriers when they occur.
Currently the Civil