I was asked by the principal of my university to help form a committee of ten lecturers to discuss holiday dates, student enrolment and ways to check on the quality of lectures. He told us that it was a very important committee, that we would receive recognition for our time and that our views would influence future decisions. We had many meetings, agreed and wrote a report and sent it to the principal. We heard nothing back - no feedback, no thanks and no decisions made on our recommendations. I would not do it again if I was asked.' Can you understand how demotivated these lecturers were? They had been misled about the degree to which the extra effort they put into attending these meetings would be responded to by the principal. According to Bob Nelson, a reward and motivation guru, giving people what they want from work is quite easy - even though it depends on the type of work situation and on the individual person. He thinks that people want: some control of their work - job enrichment; responsibility for a well-defined task, recognition for achievement To receive feedback and to understand how managers take decisions - good communications from management and some participation opportunities the opportunity for growth and development - education, career paths, team working leadership - providing clear expectations, structure and appropriate rewards if these expectations are met. IISP, IBDP Final Examination IBDP- BM Page 6 of 7 Of course, money is important, but once workers have satisfied their essential needs from money, they look for other things from work - according to Susan Heathfield. 'Most people want involvement in decisions that affect their work. People who contribute ideas should be recognized and rewarded True employee involvement is based on the expectation that people are competent to make decisions about their work every single day on the job.' (a)

Marks] (b) Justify how the two sets of views can be applied to the work of Herzberg or Pink