Managerial Organizational Behaviour - Haohe Construction Motivation System

Topics: Motivation, Construction, Maslow's hierarchy of needs Pages: 7 (2071 words) Published: November 27, 2010
Managerial Organizational Behaviour - Haohe Construction Motivation System

Part A
In every business organization, compensation or reward is an important issue and is identified to be a motivating factor, for employees to perform well and contribute effectively to the organization’s growth and for the attainment to whatever goal the organization has. One of the organizations that needed to have a good reward system is the construction industry. This is because the construction industry is composed of various workers: engineers, architects, electricians, technicians, foremen and labourers who are usually required to work even on holidays and weekends because construction projects have a definite time-frame and should be finished as demanded by the client and the weather. Aside from that, construction workers are exposed to accidents, injuries and hazards, thus reward system in this industry should be carefully given attention.

Haohe Construction China Ltd is a private owned Chinese company that specialized in providing engineering construction services such as general contracting, planning, design, mechanical & electrical installation and project management. The elements of the reward system in Haohe include both the extrinsic and intrinsic rewards: compensation, benefits, work importance, social interaction and work variety.

In Haohe, extrinsic rewards are very important to be able for employees to meet their needs and to support their life. Compensation involves wages and bonuses while benefits include insurances and premiums that can be received in particular instances. Wages and benefits are the direct financial rewards. These are more important than the other elements of the reward because money helps meet the basic material needs; increases purchasing power of employees; raise the standard of living; and solve immediate financial problems (Ofili, 2004). The low wage prevalent in the industry is the reason behind the shortage of skilled workers and the difficulties attracting young people into the skill trades (ICAF, 2001).

Intrinsic rewards can also be as effective as financial rewards for employees in Haohe, such as social interaction, work importance, work variety

Social interaction is the key for every construction projects, no one can work alone, every employee work as a team and there should be good rapport among each people involved in the project to be able to finish a quality project. Because of this, workers in the company have learned good social interaction and team working, making a friendly working environment that are work conducive.

Work importance is another important element of the Haohe intrinsic reward. Workers gained sense of achievement because the infrastructure or facilities they built have become very useful to the society and has given identity to cities or countries.

Work variety is also a vital element because construction workers are able to experience working for different projects, enhancing their experiences and skills. For example, one worker may do a high-rise building construction but can also be able to work for road construction or airport construction for his next job.

In the meantime, Social events like a dinner party after the completion of successful project for example, will confirm a sense of belonging to employees while learning opportunities such as seminars or trainings on how to use new processes or high-tech equipment confirm real opportunity, building loyalties for the company (Amar et al, 1998).

Part B
Within a construction company, it contains a wide range of employee such as engineers, architects, electricians, technicians as mentioned above. And they belong to different category. Such as architects and engineers are highly compensated because they are the backbone or the brains of every construction projects and are needed in every phase of the project while the plumber, electricians, carpenters, painters and other are need only at...

References: Asmar, C. Desmond, D, Moore, D, et al (1998) The labor crunch, Retrieved online on October 31, 2006
Delaney, J.T. and Huselid, M. A. (1996) The Impact of Human Resource Management Practices on Perceptions of Organizational Performance, Academy of Management Journal, 39(4): 949-969
Industrial College of the Armed Forces Industry Studies (2001), Construction,
Accessed online on October 30, 2006
Ringen, K, Englund, A, Welch, L, Weeks, J and Seegal, J, (1995) Why Construction
Is Different, Construction Safety and Health in the Occupational Medicine: State of the Art Reviews, 10:2, edited by K. Ringen, A. Englund, L. Welch, J. Weeks and J. Seegal, Hanley & Belfus, pp 255-259.
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