TOBIA RAHASTYA ABRAM
4EA09 - 17212419
FAKULTAS EKONOMI GUNADARMA
TUGAS BAHASA INGGRIS BISNIS 2 #
Name : Tobia Rahastya Abram
Class : 4 EA 09
NPM :
17212419
English Business 2
Work experience provides many benefits,
giving you skills and experience that will allow you stand out to potential
employers as well as helping you choose the right sector to work in. Having a degree is a tremendous asset to help put your name
on the radar for potential employers, but it's by far not the only arrow in the
quiver. Work experience locks in further potential, "building useful
skills that cannot be taught in the classroom as well as contacts that students
otherwise would not be exposed to," highlights the general manager of
Avanade UK. "A perspective employer will always looks favourable on the
effort taken by those who have done work experience, which empowers new talent
and gives them an edge to push for the most sought after graduate positions in
the field." Below are just a few examples of the way you can benefit from
undertaking work experience and work placements. Whether you're doing a
week-long stint or a year in industry you'll be gaining skills that will make
you much more employable.
In 1959, Frederick Herzberg, a behavioural
scientist proposed a two-factor theory or the motivator-hygiene theory.
According to Herzberg, there are some job factors that result in satisfaction
while there are other job factors that prevent dissatisfaction. According to
Herzberg, the opposite of “Satisfaction” is “No satisfaction” and the opposite
of “Dissatisfaction” is “No Dissatisfaction”.
Herzberg classified these job factors into two categories-
1.
Hygiene factors- Hygiene factors are those job factors
which are essential for existence of motivation at workplace. These do not lead
to positive satisfaction for long-term. But if these factors are absent / if
these factors are non-existant at workplace, then they lead to dissatisfaction.
In other words, hygiene factors are those factors which when
adequate/reasonable in a job, pacify the employees and do not make them
dissatisfied. These factors are extrinsic to work. Hygiene factors are also
called as dissatisfiers or maintenance factors as they are
required to avoid dissatisfaction. These factors describe the job
environment/scenario. The hygiene factors symbolized the physiological needs
which the individuals wanted and expected to be fulfilled. Hygiene factors
include:
· Pay - The pay or salary structure should be appropriate and
reasonable. It must be equal and competitive to those in the same industry in
the same domain.
· Company Policies and administrative policies - The company
policies should not be too rigid. They should be fair and clear. It should
include flexible working hours, dress code, breaks, vacation, etc.
·
Fringe benefits - The employees should be offered health care
plans (mediclaim), benefits for the family members, employee help programmes,
etc.
·
Physical Working conditions - The working conditions should be
safe, clean and hygienic. The work equipments should be updated and
well-maintained.
·
Status - The employees’ status within the organization should be
familiar and retained.
· Interpersonal relations - The relationship of the employees with
his peers, superiors and subordinates should be appropriate and acceptable.
There should be no conflict or humiliation element present.
·
Job Security - The organization must provide job security to the
employees.
2.
Motivational factors- According
to Herzberg, the hygiene factors cannot be regarded as motivators. The
motivational factors yield positive satisfaction. These factors are inherent to
work. These factors motivate the employees for a superior performance. These
factors are called satisfiers. These are factors involved in performing the
job. Employees find these factors intrinsically rewarding. The motivators
symbolized the psychological needs that were perceived as an additional benefit.
Motivational factors include:
· Recognition - The employees should be praised and recognized for
their accomplishments by the managers.
· Sense of achievement - The employees must have a sense of
achievement. This depends on the job. There must be a fruit of some sort in the
job.
· Growth and promotional opportunities - There must be growth and
advancement opportunities in an organization to motivate the employees to
perform well.
· Responsibility - The employees must hold themselves responsible
for the work. The managers should give them ownership of the work. They should
minimize control but retain accountability.
· Meaningfulness of the work - The work itself should be meaningful,
interesting and challenging for the employee to perform and to get motivated.
For an individual to succeed
at his job or an organization to reap the optimum level of performance out of
the individual, it is paramount for the individual as well as the organization
to incorporate motivation techniques that will encourage the worker to be of
maximum utility and minimum cost. To instill that motivation within the mindset
of the individual worker, there are certain factors that help in instigating
that certain level of motivation that an individual needs to bring out the best
of his potential. These factors are further divided into two categories, namely
job-content factors and job-context factors.
Job-content factors are those factors for which
the individual is responsible. In other words, those factors that are
internally controlled such as achievement, responsibility and the quality of
work itself, are termed job-content factors. As for job-context factors, they are those
factors, which are externally controlled – that is the organization is
responsible for controlling those factors. Such factors include job security,
salary, benefits, promotions etc.
