Question 5 of 7: Motivation Theories, Job Safety Analysis, and Job Stress

Question 5: Motivation Theories, Job Safety Analysis, and Job Stress (20 marks: 7/6/7)

Question text not reproduced: the examination questions are © Engineers and Geoscientists BC. Open the official past paper (linked at the top of this page) to read the question, then follow the worked solution below.

(i) Motivation Theories

• (a) Maslow — Hierarchy of Needs: people are motivated by five levels of need in ascending order—physiological, safety, social (belonging), esteem, and self-actualization. A lower need must be substantially satisfied before the next motivates. (Safety needs are the second level, directly relevant to a safe workplace.)
• (b) Herzberg — Two-Factor (Motivation–Hygiene) Theory: hygiene factors (pay, working conditions, company policy, supervision, safety) do not motivate but cause dissatisfaction if inadequate; motivators (achievement, recognition, responsibility, growth) produce satisfaction and motivation. Good conditions prevent dissatisfaction; true motivation comes from the work itself.
• (c) Vroom — Expectancy Theory: motivation = Expectancy × Instrumentality × Valence—people are motivated when they believe effort will lead to performance (expectancy), performance will lead to a reward (instrumentality), and the reward is valued (valence). If any factor is zero, motivation is zero.

(ii) Purpose and Scope of Job Safety Analysis (JSA)

• Purpose — to systematically examine a job to identify hazards associated with each step and determine controls, before an incident occurs; a proactive tool that also improves procedures and training.
• Aspects analyzed — the job is broken into its sequential steps; for each step: the hazards present, and the controls/safe procedures to eliminate or reduce them. It considers the worker, task, tools/equipment, materials and environment.

(iii) Causes of Job Stress and Its Management

• Causes: excessive workload/pace, long hours, time pressure, role ambiguity/conflict, lack of control, poor relationships or supervision, job insecurity, monotony, physical stressors (noise, heat), shift work.
• Reduce/manage:
  • Organizational — realistic workloads and deadlines, clear roles, give workers control/participation, good communication, adequate resources and support, job design, fair treatment.
  • Individual — training, time management, breaks, exercise, relaxation techniques, employee-assistance programs and counselling.