VAL- UP TO 1/25/24 ***** PLEASE MAKE SURE THAT ALL WORK IS AUTHENTIC***** ****** THIS ASSIGNMENT HAS 2 PARTS / PLEASE LABEL EACH PART SEPARATELY WITH REFERENCES WHEN COMPLETED****** PART 1- DISC

VAL- UP TO 1/25/24

***** PLEASE MAKE SURE THAT ALL WORK IS AUTHENTIC*****

****** THIS ASSIGNMENT HAS 2 PARTS / PLEASE LABEL EACH PART SEPARATELY WITH REFERENCES WHEN COMPLETED******

PART 1- DISCUSSION Module 3 - (VALERIE)- Motivation Model

1.     Using your current employer (HUMAN RESOURCES MANAGER) which motivation model best explains your personal motivation?

2.     What type of program would you suggest to your current (or past) employer to improve motivation for low-achieving workers? Why?

SUBMISSION INSTRUCTIONS: Your initial post should be at least 200 words, formatted and cited in current APA style with support from at least 2 academic sources.

PART 2- MODULE 3 ASSIGNMENT (VAL)- Case: Happiness: Job Flexibility

For the case analysis, review Case Incident 1: The Pursuit of Happiness: Flexibility located BELOW, and answer the questions presented at the end. Be thorough in your response. Your answers must be in narrative form (do not used numbered or bulleted question and answer). 

In addition to responding to the questions, you are to use the textbook or other relevant sources to support your position. 

Case Incident 1The Pursuit of Happiness: FlexibilityThis exercise contributes to: Learning Objectives: Summarize the relationship between attitudes and behavior; Compare and contrast the major job attitudes;Summarize the main causes of job satisfactionLearning Outcome: Explain the relationship between personality traits and individual behaviorAACSB: Reflective thinking 

The management team at Learner’s Edge, an online continuing education company, decided to adopt a ROWE (results-only work environment) policy, developed by Best Buy employees and summarized in its slogan, “Work whenever you want, wherever you want, as long as the work gets done.” Kyle Pederson was one of only three Learner’s Edge employees who showed up the first day of the experiment. And the second day, and the third. 

“For almost a month, everyone cleared out,” Pederson said. “It was just me, my co-founder and our executive director all wondering, ‘What on earth have we done?’”

Clearly, they were testing the outer limits of workplace flexibility, from which even Best Buy pulled back when it recently canceled the program. But while Best Buy faced reported continuing financial woes, employers like Learner’s Edge report “better work, higher productivity” after the initial phase of a ROWE program. Employees have learned the ways they work best. In fact, some of Pederson’s employees have returned to the office, while others gather at Starbucks or over dinner...whatever gets the work done.

Suntell president and chief operating officer, Veronica Wooten, whose risk management software firm adopted the ROWE program a few years ago, is also a fan of the flexible workplace. “We made the transition, and started letting go and letting people make their own decisions,” Wooten says. Her company’s customer base increased 20 percent, meetings were reduced by 50 percent, and expenses decreased 12 percent (Wooten used the savings to give everyone a raise).

It seems that everyone should be happy with this degree of job flexibility, from the night-owl employee to the board of directors. But happiness, like job satisfaction, is a complex construct.

Employees worldwide do seem to increasingly value flexible work environments, with roughly two of three workers of all ages wanting to work from home, at least occasionally. Eighty percent of the U.S. female labor force finds a flexible work schedule very or extremely important, 58 percent rate work-life balance as theirnumber one goal, and flexibility is the single most important part of that balance for them. Southeast Asian employees are most interested in flexibility, while workers in North America, Europe, and the Australia/New Zealand region place flexibility in their top three wants. 

Yet research correlates job satisfaction most strongly with the nature of the work itself, not where it is performed. Thus, while as employees we say we want flexibility, what actually makes us satisfied is often something else. Then there are the costs of such work arrangements. Employers like Google’s Melissa Mayerare concerned that flexible workers will become detached from the organization, communicate less, be less available, and lose the benefits of teamwork. Employees have similar concerns: Will out of sight mean out of mind? International research suggests that employee and employer happiness depends on correctly motivatingthe individual. For ROWE or any flexible arrangement to work, companies need to create clear job descriptions, set attainable goals, and rely on strong metrics to indicate productivity. Managers need to foster close connections and communicate meaningfully to keep flexible workers engaged in the company, its culture, andits processes. And employees need to get the work done, no matter where and when they do it.

Questions1. Do you think that only certain individuals are attracted to flexible work arrangements (FWAs)? Why orwhy not?2. What characteristics of FWAs might contribute to increased levels of job satisfaction?3. How do you see FWAs affecting a company’s bottom line?

SUBMISSION INSTRUCTIONS: Assignment should be at least 2 pages, formatted and cited in current APA style with support from at least 2 academic sources.