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The employees at Digipoint were involved in the changing of the organization. This type of participation by the employees is one that can also motivate them as they feel needed by the company. According to McGregor (1960) in his theory Y model ‘Imagination, creativity, and ingenuity can be used to solve work problems by a large number of employees’, this suggests that the manager knew the employees would react positively to this strategic involvement.

In his works on theory Y McGregor (1960) also rightly stated, ‘Staff will contribute more to the organization if they are treated as responsible and valued employees’, again it is as if the policy makers of the organization read the book on employee satisfaction though participation. Most of the employees embraced this type of participative management as this would have reduced the high employee turnover. One can also refer to Fredrick Herzberg’s motivation theory in analyzing the organization.

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The directors had the basic hygienic factors covered and his restructuring attempted to cover the motivational factors of the employees. The participative style at Digipoint, brought into the employee’s minds, a sense of achievement, interest and responsibility which all discussed in Herzberg’s motivational theory. Hierarchy of needs theory and its application to motivation, Maslow’s theory argues that the needs of an employee can be best described in a hierarchical structure. The needs start with the basic application of physiological, safety, love, esteem and self actualization, as shown in the diagram below,

If careful consideration was given to Maslow’s Hierarchy of needs by the policy makers of Digipoint I believe it would have affected the rate of employee turnover by reducing it and therefore encouraging the employees to better serve the customers. Digipoint’s structure allowed employees to work flexi hours as long as the level of service delivered to customers was not affected. For many employees seeking work-life balance and had this type of orientation, this was most welcomed and was one of the motivational tools used by senior management.

The work-life balance is critical for many employees and employers, as according to Mullins (2007), ‘Businesses prosper if they make the best use of their most valuable resource: the ability and skills of their people. And these people, in turn, will flourish if they can strike a proper balance between work and the rest of their lives’, and with a similar suggestion by the CIPD (cited in Mullins 2007) when referring to flexible working conditions stated, ‘this relates to an organization’s working arrangements in terms of working time, working location and the pattern of working’.

CIPD went on to discuss that flexible working arrangements bring about noticeable effects on job satisfaction and performance. A Work life Balance Model Further analysis of Digipont show that flexibility worked according to Taylor (2007, p. 6), ‘In reality life and work over-lap and interact’. This statement holds though to the case of Digipoint, as the employees showed results, based on the fact that Digipoint was ‘back on the money-making track’ and there for delivering a high level of customer service all of its customers.

Also employees who can have their life resemble the above model benefit both in their work life and personal life. Benefits will also g to their employers because there are highly motivated and to the people in their personal lives as well. The Knowledge Worker With reference to the company one can suggest that with the training and the involvement of the employees in Digipoint that the directors wanted to create knowledge-workers. In this new organization, senior management could have easily gotten rid of the older workers and replace them with new knowledge-workers.

Instead they choose to develop the existing staff. If one were to agree with the writer, one can now make a co-relation to the organization’s structure, to the motivation of the knowledge worker. The knowledge worker thrives in the organic type structure according to Reigle (cited in Mullin 2007), ‘knowledge workers in today’s high-technology organizations require environments with organic characteristics’. Management once again proves his long viewed foresight in setting the organization for the type of worker he wanted.

In this new style employees felt empowered. One can suggest that the employees were setting their own goals. Discussions in Latham and Locke’s goal theory show that employees’ involvement in their own goal setting is in itself a motivational tool. Also according to Hannagan, ‘At present goal-setting is one of the most influential theories of work motivation applicable to all cultures’, this also suggests that the project based structure was one of genius.

For the Knowledge worker at Digipoint there were certain expectations. Good performance meant that they might be given bigger responsibilities. While this may not be viewed as a reward, for the knowledge worker the expected outcome of one’s good performance is a type of recognition. Vroom’s expectancy theory states that as long as the worker knows the outcome (albeit what they expected), he/she will work towards it.

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