Different facets of organizational behavior were addressed in the three articles reviewed for this project. Pay Satisfaction, Job Satisfaction, and Turnover Intent by Parbudyal Singh and Natasha Loncar examines the relationship between employee position and salary satisfaction and job turnover. The 4 Rs of Motivation by Michael Maccoby suggests a formula from which leaders should pull to motivate subordinates, and Relations Between Leader-Subordinate Personality Similarity and Job Attitudes by Lior Oren, Aharon Tziner, Gil Sharoni, Iafit Amor, and Pini Alon examines the effect the relationship between leaders and subordinates has upon job satisfaction.
Singh and Loncar utilized ...view middle of the document...
Nursing administrations are urged to develop successful retention strategies for the long term and execute them to mitigate poor job performance (Singh & Loncar, 2010). The data gathered by this study is a valuable resource from which human resources personnel may build programs for increased job satisfaction.
Maccoby cites Daniel Pink’s Drive: The Surprising Truth About What Motivates Us (2009) by stating that “what most motivates people at work are the ‘intrinsic’ rewards of mastering a task that engages them”. Maccoby suggests employers utilize his “4 Rs” as an approach to employee motivation: “responsibilities, relationships, rewards, and reasons” (Maccoby, 2010). A Swedish marketing firm then tested his theory with positive results.
Maccoby feels that employees are well motivated when they find meaning in their responsibilities, therefore giving them a sense of accomplishment by meeting their needs for their personal values. When employees fully utilized their abilities to achieve their responsibilities, they projected feelings of accomplishment and satisfaction. This in turn meets one of Maccoby’s “4 Rs” of employee motivation.
The second “R”, relationships, refers to motivation via positive inter-business relationships with employers, fellow employees, and consumers (Maccoby, 2010). Maccoby likens the motivational factor of relationships to those of sports teams, stating they have their team success from interaction with those who influence positive performance. He also references employees’ wishes for a compassionate and encouraging employer.
The third “R”, rewards, refers to acts that appreciate and recognize employees for their work (Maccoby, 2010). Maccoby makes an excellent point in stating that employees’ basic need for positive reinforcement is met upon recognition of productive work. This also applies to rewards of the monetary sort, as the Swedish company found that those who did not feel they were fairly compensated in comparison to their peers displayed job dissatisfaction (Maccoby, 2010).
Reasons, the fourth “R”, underlines the need...