Corporate Environment Sustainability Essay

1500 Words Oct 17th, 2012 6 Pages
NEWCASTLE BUSINESS SCHOOL & LEARNING DEVELOPMENT GSBS6001 ASSIGNMENT 2: Individual Case Study Analysis Analytical argument and recommendations


Below are descriptions outlining the features of 3 paragraphs. Read each one.

Description 1

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There is no topic sentence, so the main idea of the paragraph is unknown * -------------------------------------------------
The writer summarises the key point of each source * -------------------------------------------------
The writer’s point of view is unknown * -------------------------------------------------
There is no indication of how the theories are similar or
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Paragraph A
Understanding the motivation of employees may be more difficult than supposed. Classic motivation theory proposes that people respond to a sense of personal satisfaction and achievement. Originally theorised in 1943 by Maslow (1987) as “self-esteem” and “self-actualisation”, these experiences have been interpreted as something that managers can use to motivate employees (McGregor,1960). However, more recent criticism (Gawel, 1997; Kelly, 2004) suggests that there is a fundamental contradiction in management attempting to motivate employees with these concepts because the attempt is based on “telling employees what they want, rather than really listening to what employees say they want” (Kelly, 2004, p. 221). Despite Herzberg’s (1968) notion that people value achievement, responsibility and recognition, the reality seems to be that individuals have difficulty in consistently articulating what they want from a job (Gawel, 1997).

Paragraph B
Maslow’s (1943) theory suggests that individuals seek outcomes to satisfy needs in an ascending hierarchy. His ideas are important because they opened up the motivation debate to include more than one goal, and to identify ‘self-esteem’ and ‘self-actualisation’ as potentially important goals. McGregor (1960) was also important for his idea that, regardless of the actual motivation profile of workers, their managers’ assumptions about their

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