Brittany Brown MBA 704

Nathan Heller

Reflection Project Part 2

Job Design Survey

• Results of Job Design Survey

o Job Dimension Scores
A. 7
B. 3
C. 4
D. 4
E. 7
o Overall Motivating Potential Score
▪ MPS=168

• Question 1: How do your results compare to the national average for each job dimension and
overall motivating potential score? Why do you believe you scored lower or higher than the
national average?
Answer:
o My results for both job skill variety and feedback from the job are ranked high above the
national average at the highest possible score of 7. My current job is maxed out in the area of
skill variety as it has a sales and customer service component in which I am required to
complete a very wide variety of tasks in a single work day. In terms of feedback my job is
performance and metrics based so I receive feedback monthly in regards to my goals. In
regards to my job’s task identity, it is ranked a score of 3, which is measurably below the
national average of 4.5. I am the beginning of our sales funnel then my customer is passed off
to another team, my job is a small part of an entire piece of work. As for task significance, my
job is ranked below the national average of 5.5, our product is a leisure item and makes no
significant impact in the lives of others. Autonomy ranks close to the national average with a
4 compared to a 4.5. My job is very standardized but allows me the autonomy to choose when
I complete my tasks in a day as long as they are completed.
o In comparison to national average for overall motivating potential score of 125 my job scores
a 168 ranking higher than the national average. I believe my job scored higher because it is a
sales and marketing position in which our goals and progress are clearly defined and we are
constantly provided feedback on our progress employees in our field are never in the dark
about where we stand in relation to their goals individually and as a team. Also, in this role
we are individual contributors given guidelines and a structure to complete our tasks
however, we have the autonomy to do so how we please. Even though my tasks contribute to
a whole piece, my portion of responsibility is built upon by sales agents so I have visibility
into how my position impacts the bigger picture. Being that my team and I are in sales and
our roles depend on one another there is a lot of opportunity for high incomes in the leisure
and luxury market; given that we are not in high pressure situations that directly impact the
lives of others in a major way.

• Question 2: Briefly describe your job including tasks, responsibilities, reporting relationships,
and overview of general working environment. How could your job be redesigned to be more
motivational or higher in motivating potential? Provide suggestions.
Answer:
o My role is to take leads and convert them into high probability conversions for our sales
team. Daily duties include research, data entry, marketing calls, following up with prospects,
answering questions about our products, select relevant offer promotions and generate
 reports. My team works in a close knit environment where we are encouraged to follow rules
of ownership and engagement to ensure fairness of lead conversions and our small team
reports to a marketing manager who is hands off yet supportive.
o I suggest in order to make my job more motivational we should be included on meetings with
the sales agents and work in closer proximity to the entire sales team. Our particular
department is siloed and separated from the team in it’s entirety which causes a huge gap in
visibility of our efforts. We hear of them later down the road but it would be more motivating
to sit with the rest of the team to be able to participate in huddles and celebrate wins together.
Currently we feel like afterthoughts who hear about successes through email chains instead of
a steady stream of collaboration and communication.

Motivation Questionnaire

• Results of Motivation Questionnaire

o Scores for Each Need
1. +2
2. +3
3. +3
4. +3
5. +3
6. +3
7. +2
8. +3
9. +3
10.+3
11.-1
12.0
13.+3
14.+2
15.+2
16.+3
17.+3
18.+3
19.+3
20.+3
A.Self-Actualization Needs: 8
B.Esteem Needs: 11
C.Belonging Needs: 7
D.Safety Needs: 12
E.Basic Needs: 11

• Question 1: How does your organization satisfy/not satisfy lower-order needs in Maslow’s
hierarchy? What could be done to improve/enhance lower-order need satisfaction?
Answer:
o My job is performance based so it does not allow much room for low-performers to continue
at low levels for long without improvement. This does not satisfy the job safety need in
Maslow’s hierarchy. Currently, low performing individuals are given a warning with 3
consecutive months of low performance. This puts pressure and stress on the individual and
doesn’t provide a sufficient remedy to improve their performance. In order to enhance this I
suggest that employee performance plans should be implemented during a probationary
period to coach, train and mentor struggling performers. The individuals should then be able
to voice areas of concern in their job that they need help with and in turn management should
offer personalized training well-suited to their needs then pair them with top performers so
 they are given every opportunity to improve from individuals who have proven success in the
field.

• Question 2: How does or how could your organization empower employees to meet higher-order
needs in Maslow’s hierarchy? What could be done to improve/enhance higher-order need
satisfaction?
Answer:
o My organization could empower employees to meet higher order needs in Maslow’s
hierarchy such as esteem and self-actualization by working with their employees to identify
areas of low self-esteem and/or confidence in their role. Having these open discussions and
working them into an individuals yearly or quarterly goals alongside the organizations goals
would be highly beneficial. This way as employees are conscientious of both personal and
professional goals consistently and can actively work towards these goals on a daily basis. In
addition, with management actively invested in their employee’s personal goals, the managers
are allowed the opportunity to show they care for the individual, acknowledge them as a full
person, participate as an accountability partner, and serve as a means of support in the
employees success. This would provide a positive feedback loop in which the employees feel
valued, and recognized which in turn would build trust and higher levels of accountability
and performance.