INDIVIDUAL ASSIGNMENT

By JAMES M. WAWERU 11MMBA 024

ANASSIGNMENT FOR THE COURSE PERFORMANCE AND REWARD MANAGEMENT HRM 821 IN THE DEPARTMENT OF BUSINESS ADMINISTRATION OF AFRICA NAZARENE UNIVERSITY

DATE DUE NOVEMBER 201!

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In the basic origins of the study of into the nature of matter and energy, scientists concluded that under optimal conditions, new and previously unimagined resources of energy were available through the application of nuclear fission. The theory behind the scientific study was well founded and unquestioned with many attempts made to make it practical for everyday use. However, acquisition of materials and application of the same to the real world proved to be challenging financially and functionally. Thus, getting constructive use out of the energy releasing process (was) is time consuming and sluggish in implementation. anagement on the other hand is a function that comprises of procedures and roles in an organi!ation such as planning, organi!ing, directing, staffing, reporting, budgeting and controlling. These are aimed at configuration, building up and directing production or commercial processes, i.e. transforming ideas or concepts into actuality or getting things done through other people. anagement also prescribed to the notion that under optimal conditions, unimagined resources of innovative employee energy could become available within the work setting" hence, employees would deliver or work optimally through sound management practices, e.g. #redrick Taylor$s scientific management. anagement theory in the early days, much like the application of nuclear fission, was sound and attempts were made to make it practical for everyday use. However, it proved to be challenging financially and functionally to apply. Thus, getting constructive use out of the process (was) is time consuming and sluggish in implementation. To highlight this, two motivational theories are taken in account. %braham &'() paper *% Theory of Human aslow in his otivation* proposed to get the best out of employees one

did not need to apply to the letter the emerging theories but, suggests that the most basic level of needs must be met before an employee can focus on higher level needs and deliver or work optimally. He put forward the hierarchy of needs where (as shown in the diagram below) he suggested that these needs are similar to instincts and play a ma+or role in motivating behaviour. ,hysiological, security, social, and esteem needs are deficiency needs, meaning that these needs arise due to deficiency -atisfying these lower.level needs is important in order to avoid unpleasant feelings or consequences. He went on to address the
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highest.level of the pyramid as growth needs i.e. needs that do not stem from deprivation, but rather from a desire to grow as a person.

Self Actuali zation

Esteem Needs

Social Needs

Security Needs

Physiological

/ouglas

c0regor postulated in his &'12 book 3The Human -ide 4f 5nterprise3 that there

are two fundamental approaches to motivating and managing employees" %uthoritarian management or theory 6 and participative management or theory 7. Theory 8 employees, dislike work and will avoid it, therefore must be forced with the threat of punishment to work, prefer to be directed, to avoid responsibility and are relatively un. ambitious. Theory 7 employees on the other hand, usually accept and often seek responsibility, will apply self.control and self.direction and have a high degree of imagination, ingenuity and creativity in solving daily tasks. %s we can see in the two motivational theories, they are well founded and there have been many attempts made to make them practical for everyday use. However, both face numerous challenges in implementation and application. as a consequence of the environment at the time. aslow$s hierarchy is not as straight forward as many of the needs mentioned, can occur at the same time or can be c0regor$s Theory 8 and Theory 7 can be tempered by the type of organisation or culture observed by the management. Theories are not easily adopted or accepted and application is consistently very slow. 0rowth and progress in business organisations takes place incrementally and in small measured
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steps, similar to scientific activity that also goes through a progressive step by step process. 9usiness activity related to human resource practices are viewed with sceptism and mistrust before adoption and implementation. :sually, accepted through slow, costly, disheartening methods that are often not very specific, measurable, attainable, realistic or time bound i.e. - %;T, hence the opinion that the management task is akin to the process of <releasing the energy of the atom for constructive human ends$" that is the idea or the concept is available but putting it to practise is a challenge and done sluggishly is valid.