本篇英国essay代写-Analysis on the Interview Concerning Motivation讲了这采访旨在收集有经验的员工和雇主的真实信息。我的面试受访者被定义为我父亲的最好的朋友之一，李先生是中国深圳工程咨询公司的创始人和总裁。目前公司现有员工120人，平均每年营收500万美元。本篇essay代写由51due代写平台整理，供大家参考阅读。
Introduction
The interview aims at collecting real information from an experienced employee and employer. My interviewee for the interview was defined as one of best friends of my father, Mr Li, the founder and president of an engineering consulting company in Shenzhen, China. His company at present has 120 employees and has averagely earned a revenue of five-million-dollar per year. And I designed different interview questions to deeply explore the issues concerning motivation, group dynamics and organization structure, which will be analyzed below.
Motivation
1. Understanding Motivation
Equity theory of motivation was initiated by J.Stacy Adams, an American psychologist and behavioral scientist, who insisted on that the employees’ working motivation and enthusiasm were not only decided by their absolute reward, more importantly, also influenced by the relative reward (Wang, 2015, p.1024). That is to say, the employees will always compare their outcome from the work and their input to the work to the outcome and input of a person with equal conditions and status to them. When the outcome-input ratio of themselves is equal or higher than others, a sense of fairness, comfortable feeling with the equity and the positive enthusiasm will arise. Otherwise, it will lead to dissatisfaction, grievances and complaints, and even negative behavior in the future work.
The theory of job engagement means the degree to which the individual employees are dependent on the organization, their job roles, and the coworkers around them. In a healthy work environment where employees voluntarily engaging to them, the organization does not have to force employees to work or to monitor the implementation of the task status. Due to the mobilization of the internal enthusiasm of the employees and active participation, they will contribute to the organization and the work. And the theory of job enrichment based on Fredrick Herzberg’s Motivator-Hygiene Theory insists on enriching and diversifying the work content, granting more challenging work and a sense of accomplishment to the employees. By changing the content and level of responsibility, employees will be able to be more responsible to the work and get enough sense of accomplishment (Kooij et al., 2013, p.19).
2. Summary of Responses
Li (my interviewee) worked for a Chinese state-owned company two decades ago in Guangzhou, where the relationship and the leaders’ favor occupied an extremely important position. Therefore he eventually chose to set up a company other than work in the previous company as a senior executive. He was so young, capable and enthusiastic that he drove himself work hard to complete every task assigned to him. He definitely brought some successful projects to and earned considerable profits for the company, so he was often praised by his leader. There was a change of promotion after he had worked in the company for two years. But the chance passed to one of his coworkers with ordinary working capacity and powerful relationship with management of the company, who entered the company at the same time with him.
Li examined and considered his outcome and input and felt unfair deeply. In the end, he resolutely chose to set up a company himself other than work in the previous company even though he may have opportunities to become one of the senior executives of the company in many years. That means the state-owned company let their employees feel demotivated due to unfair treatment and failed to utilize equity theory to motivate the employees.
In terms of job engagement and job enrichment, Li really emphasized the job empowerment within his company. He and his management have very much cared about the need, feeling and welfare of their employees, and let the employees feel that the leaders and the whole company are concerned about them. Li conducted a research survey with all the employees joining in it, and the data collected illustrated that his employees would like to participate in the management decision-making and would feel glad if the management discuss the problem with them and give them opportunity to make suggestions. Also Li tried to grant the employees tasks and the power in dealing with tasks directly. During the employee empowerment, the employees were able to get timely feedback on their work performance, and obtain the appropriate evaluation and sincere appreciation from the leaders. Later the effect was good because the employees more and more felt the company was like their home and themselves were the real one of the hosts of their home.
3. Recommendations to Improve Motivation
I recommend an organization shall make use of equity theory of motivation to meet the equity awareness and equity requirements of the employees. Equity does not mean an absolute egalitarianism, but assumes actively reducing and eliminating unfairness, treating all employees fairly in all aspects of distribution, promotion, rewards and etc., ensuring all the employee motivated.
An organization can appropriately authorize to employees to increase their sense of responsibility and participation. First of all, we must better understand what the employees need and targeted. Secondly, the abilities of employees for what kind of work shall be explored. And the necessary information and correspondent guidance shall be provided and for the employees to complete the work (Menezes, 2012, pp.310-312). Also, an organization shall enable employees to clear the objectives and benefits of job enrichment, and when design the programs of job enrichment, we shall involve the employees in participating in the design.
Group Dynamics
1. Understanding Group Dynamics
The group membership is crucial for individual employees to feel about that they are needed and have important positions and influences in an organization. And one thing to evaluate on the quality of a group membership is cohesiveness. Cohesiveness mainly consists of three aspects, the attraction of the group to its members, group’s ability in meeting all various needs of employees, and the attraction of coworkers in the same group to the employees.
Concerning the attraction of the group to its members, if the group orientation and the goals, organization structure, organizational spirit and the social position the group granted to employees are suitable to the group members, the attractive power of the group will enlarge while otherwise will reduce, and even the group members will be bored and break away from the group. Concerning meeting all various needs of the group members which is also the key premise for enhancing group appeal, the group and the organization must manage to fulfill the various physical and psychological needs of individual members. Concerning the attraction of coworkers in the same group to the employees, the group have to develop a phenomenon of interest consistency, harmonious relationship and mutual care, love and help with each other in the group and thus the mutual exclusion will be eliminated and cohesiveness will be strengthened, which is beneficial to organizational performance and productivity
And the group members working in the same group will unavoidably face the problem of social loafing in additive work, which is adverse to improve employees’ performance and contribution to the organization. Social loafing refers to that, in the production and cooperation of a group, due to the corresponding relationship between the individual contribution and income remuneration is not clearly defined, the group members gradually have an opportunistic tendency to reduce their contribution cost to the work and enjoy the work fruits from others. In an atmosphere of social loafing, the group members lack enthusiasm to work hard, which leads to invalid group work.
2. Summary of Responses
In terms of how to improve group cohesiveness, Li talked about the importance of clear and consistent goals and good internal management within the group. .
He worked with group members to build goals that combine group goals with individual employees’ goals. He focused on setting the specific, measurable, challenging and reachable goals with clear time limit determined. On the other hand, He and his management implemented democratic leadership, and he found that group members of his organization became more active and more cohesive. He urged to provide his employees with the incentives they desire at the same time. Communication was also encouraged between supervisors and subordinates, managers and employees and among the employees themselves. He insisted that communication would help the group members to understand the task of the group, help the management understand the progress of the work of group members and help them make appropriate adjustments. In his company, the individual group members and the group have maintained a good mutual trust.
At a time when Li’s company began to reach a scale of 60 employees, he began to feel the difficulty of managing the employees. There occurred the phenomenon of free riding behavior, especially some of the superiors in the company had not completed their own duty and responsibility. In 2002, he and two of his assistants went away to Beijing for expanding the company business and he had to meet and consulted with several big companies in Beijing, so the time for this business trip was so long that he had no enough energy to focus on the company of himself. More than half a month later, he went back and found the employees were sniggering and complaining. He managed to figure out the situation and eventually found that the three superiors he had promoted had always been put their work to their subordinates without being noticed by Li. And this kind of behavior went severe after Li went away on a business trip. Li then introspected carefully on the conditions and understood he definitely lacked management knowledge and paid all his attention to the business and operation. He managed to know how important the management on an organization is. He took measures of establishing an effective group performance appraisal mechanism, concerning about the performance of individual group members. After reflection, he immediately dismissed the three superiors, made the group members’ work identifiable and avoided the unclear division of responsibilities and implemented a 360-degree comprehensive performance appraisal mechanism, comprehensively evaluating the employees from all aspects of performance in the tasks and work.
3. Recommendations to Improve Group Dynamics
It is recommended that goal consistency between group and group members, democratic leadership, motivation combined with group members’ actual needs and communication are all powerful tools for establishing the group cohesiveness.
Also, making each performer in the group identifiable and emphasizing the importance of the work and responsibility and work content of each performer (Greenberg, 2015, p. 265) is beneficial to solve the social loafing in an organization.
Organization structure
1. Understanding Organization Structure
Centralization and decentralization are two of the important concepts for understanding organization structure, Centralization refers to the concentration of decision-making power at a higher level in the organizational system while decentralization refers to the dispersion of decision-making power to the lower levels of organizational system (Ashkenas et al., 2002, p. 94). Centralization is convenient to reach the decree uniform and standard uniform and is beneficial for the management to take control of the overall situation. Also centralization makes easy the implementation of the command. On the contrary, centralization is not conducive to the development of personality and characteristics, and does not take into account the special nature of tasks and individual employees in the organization. Secondly it lacks flexibility and contingency to the external environment. Also the subordinates tend to depend on the organization other than themselves and become negative in taking responsibility. The enthusiasm, initiative and creativity of the employees in the work will be largely reduced. The influence of decentralization is just the opposite of centralization.
According to the centralization and decentralization of an organization, the span of control is decided. Span of control determines the number of levels set and the number of management personnel quipped in the organization. Generally speaking, the larger the span of control, the less organization levels will be. On the contrary, the smaller the span of control, the organization levels will be.
2. Summary of Responses
In the early development stage of Li’s company, the company implemented a straight-line organizational management structure with the small number of employees, relatively simple departments and roughly division of labor, which was evidently centralized. And the company severely depended on hierarchy and layers and layers of tight control to manage the employees. But as the more and more refined division of labor, the company faced different professional requirements horizontally. The company employees increased, and more and more departments have been established. Facing the larger scale of the company, to motivate his employees and improve the efficiency of the company, Li decided to implement a flat organizational structure, decentralize the power and increase the span of control with the carefully selected management personnel of many-sided abilities. At the same time, his company paid attention to rely on the strategic guidance, monitoring and performance appraisal to protect the decentralized power from abuse or inefficient use.
3. Recommendations to Optimize Organization Structure
Based on the interview information, I recommend that an organization shall reasonably balance between centralization and decentralization to implement an appropriate organization structure. And flat and decentralized organization with larger span of control may be more suitable for the companies of the current time.
Conclusion
This analysis paper on the basis of the interview is to explore and understand in detail about the practical experience and theory’s application in the work on the three important aspects of organization management of motivation, group dynamics and organization structure. My interviewee’s successful or failing experience and reflection are used in the paper to illustrate how to consider and apply the theory of motivation, group dynamics and organization structure. And a successful organization or company shall be equipped with the most appropriate organization structure and group membership of high cohesiveness with all the employees motivated.
Reference
Ashkenas, R., Ulrich, D., Jick, t., & Kerr, S. (2002). The Boundaryless Organization: Breaking the Chains of Organizational Structure. San Francisco：John Wiley & Sons, Inc.
Greenberg, J. (2015). Behavior in Organizations. New York: Pearson Education.
Kooij, D.T., Guest, D.E., Clinton, M., Knight, T., Jansen, P.G., & Dikkers, J.S. (2013). How the impact of HR practices on employee well-being and performance changes with age. Human Resource Management Journal, 23(1), 18-35.
Menezes, L.M. (2012) Job satisfaction and quality management: an empirical analysis. International Journal of Operations & Production Management, 32(3), pp.308-328.
Wang, Y. (2015). Does Salary Gap Really Have Incentive Effect. Modern Economy, 6(9), 1023-1027.
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Introduction
The interview aims at collecting real information from an experienced employee and employer. My interviewee for the interview was defined as one of best friends of my father, Mr Li, the founder and president of an engineering consulting company in Shenzhen, China. His company at present has 120 employees and has averagely earned a revenue of five-million-dollar per year. And I designed different interview questions to deeply explore the issues concerning motivation, group dynamics and organization structure, which will be analyzed below.
Motivation
1. Understanding Motivation
Equity theory of motivation was initiated by J.Stacy Adams, an American psychologist and behavioral scientist, who insisted on that the employees’ working motivation and enthusiasm were not only decided by their absolute reward, more importantly, also influenced by the relative reward (Wang, 2015, p.1024). That is to say, the employees will always compare their outcome from the work and their input to the work to the outcome and input of a person with equal conditions and status to them. When the outcome-input ratio of themselves is equal or higher than others, a sense of fairness, comfortable feeling with the equity and the positive enthusiasm will arise. Otherwise, it will lead to dissatisfaction, grievances and complaints, and even negative behavior in the future work.
The theory of job engagement means the degree to which the individual employees are dependent on the organization, their job roles, and the coworkers around them. In a healthy work environment where employees voluntarily engaging to them, the organization does not have to force employees to work or to monitor the implementation of the task status. Due to the mobilization of the internal enthusiasm of the employees and active participation, they will contribute to the organization and the work. And the theory of job enrichment based on Fredrick Herzberg’s Motivator-Hygiene Theory insists on enriching and diversifying the work content, granting more challenging work and a sense of accomplishment to the employees. By changing the content and level of responsibility, employees will be able to be more responsible to the work and get enough sense of accomplishment (Kooij et al., 2013, p.19).
2. Summary of Responses
Li (my interviewee) worked for a Chinese state-owned company two decades ago in Guangzhou, where the relationship and the leaders’ favor occupied an extremely important position. Therefore he eventually chose to set up a company other than work in the previous company as a senior executive. He was so young, capable and enthusiastic that he drove himself work hard to complete every task assigned to him. He definitely brought some successful projects to and earned considerable profits for the company, so he was often praised by his leader. There was a change of promotion after he had worked in the company for two years. But the chance passed to one of his coworkers with ordinary working capacity and powerful relationship with management of the company, who entered the company at the same time with him.
Li examined and considered his outcome and input and felt unfair deeply. In the end, he resolutely chose to set up a company himself other than work in the previous company even though he may have opportunities to become one of the senior executives of the company in many years. That means the state-owned company let their employees feel demotivated due to unfair treatment and failed to utilize equity theory to motivate the employees.
In terms of job engagement and job enrichment, Li really emphasized the job empowerment within his company. He and his management have very much cared about the need, feeling and welfare of their employees, and let the employees feel that the leaders and the whole company are concerned about them. Li conducted a research survey with all the employees joining in it, and the data collected illustrated that his employees would like to participate in the management decision-making and would feel glad if the management discuss the problem with them and give them opportunity to make suggestions. Also Li tried to grant the employees tasks and the power in dealing with tasks directly. During the employee empowerment, the employees were able to get timely feedback on their work performance, and obtain the appropriate evaluation and sincere appreciation from the leaders. Later the effect was good because the employees more and more felt the company was like their home and themselves were the real one of the hosts of their home.
3. Recommendations to Improve Motivation
I recommend an organization shall make use of equity theory of motivation to meet the equity awareness and equity requirements of the employees. Equity does not mean an absolute egalitarianism, but assumes actively reducing and eliminating unfairness, treating all employees fairly in all aspects of distribution, promotion, rewards and etc., ensuring all the employee motivated.
An organization can appropriately authorize to employees to increase their sense of responsibility and participation. First of all, we must better understand what the employees need and targeted. Secondly, the abilities of employees for what kind of work shall be explored. And the necessary information and correspondent guidance shall be provided and for the employees to complete the work (Menezes, 2012, pp.310-312). Also, an organization shall enable employees to clear the objectives and benefits of job enrichment, and when design the programs of job enrichment, we shall involve the employees in participating in the design.
Group Dynamics
1. Understanding Group Dynamics
The group membership is crucial for individual employees to feel about that they are needed and have important positions and influences in an organization. And one thing to evaluate on the quality of a group membership is cohesiveness. Cohesiveness mainly consists of three aspects, the attraction of the group to its members, group’s ability in meeting all various needs of employees, and the attraction of coworkers in the same group to the employees.
Concerning the attraction of the group to its members, if the group orientation and the goals, organization structure, organizational spirit and the social position the group granted to employees are suitable to the group members, the attractive power of the group will enlarge while otherwise will reduce, and even the group members will be bored and break away from the group. Concerning meeting all various needs of the group members which is also the key premise for enhancing group appeal, the group and the organization must manage to fulfill the various physical and psychological needs of individual members. Concerning the attraction of coworkers in the same group to the employees, the group have to develop a phenomenon of interest consistency, harmonious relationship and mutual care, love and help with each other in the group and thus the mutual exclusion will be eliminated and cohesiveness will be strengthened, which is beneficial to organizational performance and productivity
And the group members working in the same group will unavoidably face the problem of social loafing in additive work, which is adverse to improve employees’ performance and contribution to the organization. Social loafing refers to that, in the production and cooperation of a group, due to the corresponding relationship between the individual contribution and income remuneration is not clearly defined, the group members gradually have an opportunistic tendency to reduce their contribution cost to the work and enjoy the work fruits from others. In an atmosphere of social loafing, the group members lack enthusiasm to work hard, which leads to invalid group work.
2. Summary of Responses
In terms of how to improve group cohesiveness, Li talked about the importance of clear and consistent goals and good internal management within the group. .
He worked with group members to build goals that combine group goals with individual employees’ goals. He focused on setting the specific, measurable, challenging and reachable goals with clear time limit determined. On the other hand, He and his management implemented democratic leadership, and he found that group members of his organization became more active and more cohesive. He urged to provide his employees with the incentives they desire at the same time. Communication was also encouraged between supervisors and subordinates, managers and employees and among the employees themselves. He insisted that communication would help the group members to understand the task of the group, help the management understand the progress of the work of group members and help them make appropriate adjustments. In his company, the individual group members and the group have maintained a good mutual trust.
At a time when Li’s company began to reach a scale of 60 employees, he began to feel the difficulty of managing the employees. There occurred the phenomenon of free riding behavior, especially some of the superiors in the company had not completed their own duty and responsibility. In 2002, he and two of his assistants went away to Beijing for expanding the company business and he had to meet and consulted with several big companies in Beijing, so the time for this business trip was so long that he had no enough energy to focus on the company of himself. More than half a month later, he went back and found the employees were sniggering and complaining. He managed to figure out the situation and eventually found that the three superiors he had promoted had always been put their work to their subordinates without being noticed by Li. And this kind of behavior went severe after Li went away on a business trip. Li then introspected carefully on the conditions and understood he definitely lacked management knowledge and paid all his attention to the business and operation. He managed to know how important the management on an organization is. He took measures of establishing an effective group performance appraisal mechanism, concerning about the performance of individual group members. After reflection, he immediately dismissed the three superiors, made the group members’ work identifiable and avoided the unclear division of responsibilities and implemented a 360-degree comprehensive performance appraisal mechanism, comprehensively evaluating the employees from all aspects of performance in the tasks and work.
3. Recommendations to Improve Group Dynamics
It is recommended that goal consistency between group and group members, democratic leadership, motivation combined with group members’ actual needs and communication are all powerful tools for establishing the group cohesiveness.
Also, making each performer in the group identifiable and emphasizing the importance of the work and responsibility and work content of each performer (Greenberg, 2015, p. 265) is beneficial to solve the social loafing in an organization.
Organization structure
1. Understanding Organization Structure
Centralization and decentralization are two of the important concepts for understanding organization structure, Centralization refers to the concentration of decision-making power at a higher level in the organizational system while decentralization refers to the dispersion of decision-making power to the lower levels of organizational system (Ashkenas et al., 2002, p. 94). Centralization is convenient to reach the decree uniform and standard uniform and is beneficial for the management to take control of the overall situation. Also centralization makes easy the implementation of the command. On the contrary, centralization is not conducive to the development of personality and characteristics, and does not take into account the special nature of tasks and individual employees in the organization. Secondly it lacks flexibility and contingency to the external environment. Also the subordinates tend to depend on the organization other than themselves and become negative in taking responsibility. The enthusiasm, initiative and creativity of the employees in the work will be largely reduced. The influence of decentralization is just the opposite of centralization.
According to the centralization and decentralization of an organization, the span of control is decided. Span of control determines the number of levels set and the number of management personnel quipped in the organization. Generally speaking, the larger the span of control, the less organization levels will be. On the contrary, the smaller the span of control, the organization levels will be.
2. Summary of Responses
In the early development stage of Li’s company, the company implemented a straight-line organizational management structure with the small number of employees, relatively simple departments and roughly division of labor, which was evidently centralized. And the company severely depended on hierarchy and layers and layers of tight control to manage the employees. But as the more and more refined division of labor, the company faced different professional requirements horizontally. The company employees increased, and more and more departments have been established. Facing the larger scale of the company, to motivate his employees and improve the efficiency of the company, Li decided to implement a flat organizational structure, decentralize the power and increase the span of control with the carefully selected management personnel of many-sided abilities. At the same time, his company paid attention to rely on the strategic guidance, monitoring and performance appraisal to protect the decentralized power from abuse or inefficient use.
3. Recommendations to Optimize Organization Structure
Based on the interview information, I recommend that an organization shall reasonably balance between centralization and decentralization to implement an appropriate organization structure. And flat and decentralized organization with larger span of control may be more suitable for the companies of the current time.
Conclusion
This analysis paper on the basis of the interview is to explore and understand in detail about the practical experience and theory’s application in the work on the three important aspects of organization management of motivation, group dynamics and organization structure. My interviewee’s successful or failing experience and reflection are used in the paper to illustrate how to consider and apply the theory of motivation, group dynamics and organization structure. And a successful organization or company shall be equipped with the most appropriate organization structure and group membership of high cohesiveness with all the employees motivated.
Reference
Ashkenas, R., Ulrich, D., Jick, t., & Kerr, S. (2002). The Boundaryless Organization: Breaking the Chains of Organizational Structure. San Francisco：John Wiley & Sons, Inc.
Greenberg, J. (2015). Behavior in Organizations. New York: Pearson Education.
Kooij, D.T., Guest, D.E., Clinton, M., Knight, T., Jansen, P.G., & Dikkers, J.S. (2013). How the impact of HR practices on employee well-being and performance changes with age. Human Resource Management Journal, 23(1), 18-35.
Menezes, L.M. (2012) Job satisfaction and quality management: an empirical analysis. International Journal of Operations & Production Management, 32(3), pp.308-328.
Wang, Y. (2015). Does Salary Gap Really Have Incentive Effect. Modern Economy, 6(9), 1023-1027.
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