Please respond to this prompt:From your

experience or from a scholarly journal article, select one factor that is associated with productive employees and one factor that is associated with lower-producing employees. Explain and evaluate these factors within the context of the motivational theories previously discussed in this course. 3 paragraphs.

In response to your peers, discuss the psychological implications of using teams of people to accomplish work in the workplace. Analyze the impact of the factors you identified in relation to productivity. 1-2 Paragraphs.

Prompt 1:

The productivity of employees may be strongly influenced by their environment. A factor associated with high productivity in employees is a workplace environment conducive to teamwork. The third tier of Abraham Maslow’s hierarchy of human needs is “love/belonging” (Sadri & Bowen, 2011, p. 44). Specifically, the environment of a workplace which helps to fulfill the love/belonging need of an individual may promote productivity and motivation for employees. Per Sadri and Bowen (2011), individuals may be “more likely to join or continue working at a company based on the relationships and social support mechanisms they have established or potentially expect to establish there” (p. 47). The authors elaborate on how “cohesive teams” are an important factor for workplace motivation (Sadri & Bowen, 2011, p. 47). In terms of productivity, an “open-plan office environment” is contended to be a factor for high-producing employees, because of the opportunities for “interaction and knowledge exchange” amongst associates (Haynes, Suckley, & Nunnington, 2017, p. 111). Interestingly, this open-plan factor might also be associated with low productivity in employees, due to “noise, distraction, and loss of privacy” (Haynes, Suckley, & Nunnington, 2017, p. 111). The layout of the office and its’ effects on motivation are unique to the individual, and dependent on the level of “belonging” that person seeks, and extraversion they demonstrate. In this way, a factor for productivity in one worker may have the adverse effect on another. In situations such as these, the benefits and risks should be outlined to implementing such a seating strategy to determine what works best for each organization.

References

Haynes, B., Suckley, L., & Nunnington, N. (2017). Workplace productivity and office type. Journal of Corporate Real Estate, 19(2), 111-138.

Sadri, G., & Bowen, R. C. (2011). Meeting employee requirements: Maslow’s hierarchy of needs is still a reliable guide to motivating staff. Industrial Engineer: IE, 43(10), 44-48.

Prompt 2:

The productivity of employees may be strongly influenced by their environment. A factor associated with high productivity in employees is a workplace environment conducive to teamwork. The third tier of Abraham Maslow’s hierarchy of human needs is “love/belonging” (Sadri & Bowen, 2011, p. 44). Specifically, the environment of a workplace which helps to fulfill the love/belonging need of an individual may promote productivity and motivation for employees. Per Sadri and Bowen (2011), individuals may be “more likely to join or continue working at a company based on the relationships and social support mechanisms they have established or potentially expect to establish there” (p. 47). The authors elaborate on how “cohesive teams” are an important factor for workplace motivation (Sadri & Bowen, 2011, p. 47). In terms of productivity, an “open-plan office environment” is contended to be a factor for high-producing employees, because of the opportunities for “interaction and knowledge exchange” amongst associates (Haynes, Suckley, & Nunnington, 2017, p. 111). Interestingly, this open-plan factor might also be associated with low productivity in employees, due to “noise, distraction, and loss of privacy” (Haynes, Suckley, & Nunnington, 2017, p. 111). The layout of the office and its’ effects on motivation are unique to the individual, and dependent on the level of “belonging” that person seeks, and extraversion they demonstrate. In this way, a factor for productivity in one worker may have the adverse effect on another. In situations such as these, the benefits and risks should be outlined to implementing such a seating strategy to determine what works best for each organization.

References

Haynes, B., Suckley, L., & Nunnington, N. (2017). Workplace productivity and office type. Journal of Corporate Real Estate, 19(2), 111-138.

Sadri, G., & Bowen, R. C. (2011). Meeting employee requirements: Maslow’s hierarchy of needs is still a reliable guide to motivating staff. Industrial Engineer: IE, 43(10), 44-48.