Motivations, Experiences, and Impacts in the World of Work

Assignment Brief

Module Number: BMP3004

Module Name: World of Work

Year/Trimester: 2020-21/Semester 2

Module Tutor/s:

Learning Outcomes Assessed:

• LO2 Demonstrate an understanding of why people work
• LO3 Explain the impact that work can have on people

Brief:

As a result of the level of high level detail contained in assignment 1, John has asked you to produce another report. John wants the report to discuss employee attitude to work. In particular, John wants the report to focus on the following:

1. The various factors which motivate employees to work
2. The positive and negative factors employees experience as a result of their job roles

Secondary Research Level HE3

It is expected that the Reference List will contain between five and ten sources. As a MINIMUM the Reference List should includeat least one academic book and one academic journal article.

Specific Assessment Criteria (See Page 3 for General Assessment Criteria)

Excellent (70%+): The report will be to a high standard. It will provide a comprehensive overview of issues of employee motivation and stress. It will also make clear links to how these different factors impact upon the organisation and its employees and to the different business functions applicable in responding to these demands.Referencing and research will be excellent and used effectively throughout to support your arguments.

Very Good (60 – 69%): The report will be to a good standard. It will provide a clear overview of issues of employee motivation and stress.  It will also discuss the impact such factors can have on the organisation and its employees and the different business functions applicable in responding to these demands. Individual skill sets and qualifications will be discussed effectively against the context of the assignment brief. Referencing and research will be of a good standard.

Good (50 – 59%): The report will be to a good standard. It will provide an overview of internal and external factors which can impact upon an organisation with regard to people management. It will also discuss the business functions that could be used to respond to such demands. Individual skill sets and qualifications will be discussed against the context of the assignment brief.Referencing and research will be evident.

Satisfactory (40-49%):  A reasonable attempt will be made to prepare and deliver the report but will be under-developed and will not reflect effective teamwork.

Fail (1-39%): Students who do not meet the requirements of a third class grade will not successfully complete the assessment activity.

Additional Submission Instructions:

As well as submitting a hard copy of your work as instructed in Section 9 of the module guide, you are also required to submit a soft copy via “Turn-it-in UK” on the module Moodle page.  The software will allow you to check your work against other material on the internet. It will also compare your work against other students work.

You will be able to upload drafts of your written work into turn-it-in as many times as you wish before the deadline.

You will not be able to overwrite the final submission after the deadline. You can only submit a single file.

Sample Answer

Motivations, Experiences, and Impacts in the World of Work

Introduction

Work has always been more than a means of survival. For many, it is a central aspect of identity, a source of purpose, and a way of participating in society. Yet, the reasons why people work, the experiences they gain from their roles, and the effects of these factors on both employees and organisations remain complex and varied. In today’s competitive and globalised labour market, understanding what motivates individuals, how they respond to challenges, and how these experiences shape organisational outcomes is crucial.

This report examines why people work by analysing intrinsic and extrinsic motivations, the positive and negative factors employees face in the workplace, and the implications of these experiences for both individuals and organisations. Academic perspectives are integrated with real-world observations to demonstrate the significance of motivation and employee experience in the sustainability and performance of organisations.

Why People Work: Motivating Factors

People’s decision to engage in work is driven by a mixture of economic, social, and psychological factors. Theories of motivation provide valuable insights into this phenomenon. Maslow’s Hierarchy of Needs suggests that work enables individuals to meet basic needs such as food and shelter but also supports higher-level needs including belonging, self-esteem, and self-actualisation (Maslow, 1943). At a fundamental level, employment provides financial security, enabling people to pay bills, support families, and plan for the future.

However, money is rarely the sole reason people work. Herzberg’s Two-Factor Theory distinguishes between hygiene factors, such as salary and job security, and motivators, such as achievement, recognition, and meaningful work (Herzberg, 1959). Many employees remain in their roles because they find purpose and satisfaction in contributing to something larger than themselves, such as healthcare professionals improving lives or teachers shaping future generations.

Social identity theory also explains why work matters. According to Ashforth and Mael (1989), people derive a sense of self from belonging to professional groups and organisations. The workplace provides social connections, networks, and a sense of community that enhances self-worth. Moreover, in a globalised and digital economy, younger generations, particularly Millennials and Gen Z, often prioritise personal growth, flexible working conditions, and alignment with organisational values over purely financial rewards (Twenge et al., 2010).

Therefore, people work not just for economic reasons but also to fulfil personal aspirations, achieve recognition, maintain social connections, and secure a sense of identity.

Positive Factors in the Workplace

Employees encounter a range of positive factors that can enhance their satisfaction and performance. These factors often stem from effective organisational practices and supportive workplace cultures.

One key positive factor is recognition. Research shows that employees who receive acknowledgment for their contributions demonstrate higher levels of engagement and motivation (Deci & Ryan, 2000). Recognition fosters a sense of value and encourages commitment. Similarly, opportunities for career development and training contribute to job satisfaction by enabling employees to acquire new skills and pursue advancement. For example, technology firms offering continuous learning schemes often retain staff more successfully than competitors who do not.

Work-life balance is another significant positive factor. Flexible working arrangements, such as hybrid or remote work, provide employees with greater control over their time, reducing stress and improving productivity. This trend has become increasingly important in the aftermath of the COVID-19 pandemic, which reshaped expectations of how and where people work.

Positive relationships with colleagues and managers also play an essential role. A supportive team environment not only improves collaboration but also reduces burnout. According to social exchange theory, employees are more likely to reciprocate organisational support with loyalty and discretionary effort (Cropanzano & Mitchell, 2005).

Overall, when organisations provide recognition, career growth opportunities, work-life balance, and supportive relationships, employees experience higher satisfaction, which enhances both individual and organisational performance.

Continued...