Introduction:

In a give situation where a project manager has been assigned to manage

workforce in dangerous/ hazardous situation with a target to accomplish work of 3
km long tunnel in remote area within stipulated time frame , which require to look
into various factors like absenteeism caused by various personal and social
reasons. Here manager not only require technical skill or knowledge but
interpersonal skills as well. As per above mentioned situation few factors which are
grabbing attention are mainly various motivational factors and leadership qualities
to handle this situation. In a normal work life where manpower get engaged on
assignment used to be in location quite near to main city or at least quickly
approachable which is not in this case. In any working condition where chances of
getting injured is quite high and those are working for long time start feeling
homesickness and distance from their beloved one also distract them from fulfilling
job responsibility. In various theories given by various scholar it has been observed
that people don't get motivated by money only but social, safety, physiological
needs as well. in current problem worker are getting de-motivated because of less
work safety, no means of amusement, low recognition at work place, monotonous
work life. Because of this they start adopting defensive mechanisms like avoiding
situation for this start to remain absent, more prone to conflicting behavior like
quarrels with fellow worker more over dangerous working condition also makes
situation worse. As stated this project involves working on remote area to build 3
km long tunnel which require at least 2 days reaching to nearest possible area. Due
to this worker can't get even basic medical help in emergency. Keeping these entire
situation in mind, project manager needs to act wisely, so that his work can
complete on time by keeping work force motivated, which need strong impersonal
and leadership skills apart from technical knowledge to carry out work.

Reasons of problems
Various reasons which can cause these problems may arise from various social and
personal reasons due to organization or situation.
Maslow need hierarchy which gives a clear and depth idea about human needs
bases on various social and personal attributes i.e. physiological, social, safety, self
esteem and self actualization, based on this some of the more possible reasons
could be.
1. Lack of Basic needs: As this place is located in remote area and has far
access to daily means which may create frustration among work force.
2. Safety at Work Place: Working in dangerous/ hazardous work place can make
and one to feel unsafe and worried about their health and future.

3. Social reasons: Human beings are social animal who need love, affection and
care to keep him/her self rejuvenate. In the absence of above mentioned they
start feeling deprived and create behavioral problems.
4. Recognition: Feeling of completion of any task with recognition motivates the
employee to work in a more boosted and enthusiastic manner which is
mentioned nowhere.
Above mentioned reasons are based on Maslows need hierarchy, apart from them
there are few other reasons which may be creating the problems.
1. Availability of facilities: As this place is in remote area and to reach nearest
town it may take two days which makes availability of necessities or medical
facility least possible, that may be one the main reason of problem.
2. Risk at work: Risk at work place makes worker to deviate from work as there
may be threat to their life and as mentioned working conditions are very risky
and dangerous, is another reason of problem.
3. Lack of motivation: Workers are not feeling motivated due to no reward or
performance based inceptive, any kind of recognition and achievement is not
associated with work accomplishment.
4. Leadership Style: May the project manager is good at technical skill &
knowledge but clearly he is lacking in interpersonal and leadership skill which
is another reason of problem.
5. Defensive attitude of employee: Less motivated employee usually shows
defensive behavior to avoid unpleasant situation, which is clearly shown here
in terms of absenteeism and delay in work.
6. Workplace Harmony: No interpersonal relationship among worker may be the
reason for this, likewise drinking and quarrel with fellow worker is clearly
indicating the problem.
Beside the above mentioned there may be reasons which are due to organization
like unity of command, attitude of senior towards subordinates etc.

Needs and their fulfillment:

Although fulfilling each and every need is not possible but possibility of
improvement is always there, as mentioned in reasons few possible solution which
can be worked out to fulfill their needs are suggested below.
1. Physiological needs: to satisfy basic human needs for food, health and safety
organization may arrange them at work place, for example doctor to provide
first aid, grocery store for daily purchasing and communication i.e. telephone
for employees to talk to their beloved one.
2. Safety Measures: more strict rules and safety guards can be adopted at
workplace to ensure safety of works, also quick medical and transportation
facility may be provided to them.

3.

Social Interaction: To improve social interaction among employee,

organization can organize social get to gather, party or icebreaking activity to
make them more familiar with each other.
4. Appreciation: Employee wants recognition for their work, if they would be
appreciated for work same will help them to work with more belonging.
5. Training & Development: To fill the gap between worker and their
performance training sessions can be organized which can help to overcome
their performance issues.
6. Leadership: Democratic and open to suggestion style can project manager to
get associated with their fellow worker and make them to understand
organizational objective which is tunnel making in this case.
7. Job Security: Employee those are working in such a hazardous working
situation must be provided some sort of job security so that they can feel
safer for their future.
8. Identification of personal objective: Some time worker are more willing for
money whereas some time they may be hungry for appreciation so try to find
out personal objective of employee and provide them enough opportunity to
attain them.
9. Job enrichment: Some time monotonous way of doing job makes worker less
oriented and motivated, to improve such behavior some challenging
component must be there. Same will not only improve their efficiency but
level of productivity as well.
10.Job rotation: Employees feel empowered if they are provided with more skills
to learn and task to do. So if time to time rotation

Suggested methods for hygiene factors and motivational factors:

Although to motivate employee various theories have been developed some of them are
very practically useful for managers.
One theory which is given by Herzberg known as two factors based on hygiene factors
and motivational factors.
The psychologist Fredrick Herzberg asked the same question in the 1950s and 60s as a means of
understanding employee satisfaction. He set out to determine the effect of attitude on motivation,
by asking people to describe situations where they felt really good, and really bad, about their
jobs. What he found was that people who felt good about their jobs gave very different responses
from the people who felt bad.
These results form the basis of Herzberg's Motivation-Hygiene Theory (sometimes known as
Herzberg's Two Factor Theory.) Published in his famous article "One More Time: How do You
Motivate Employees", the conclusions he drew were extraordinarily influential, and still form the
bedrock of good motivational practice nearly half a century later.

According to Herzberg, the factors leading to job satisfaction are "separate and distinct from
those that lead to job dissatisfaction." Therefore, if you set about eliminating dissatisfying job
factors you may create peace, but not necessarily enhance performance. This placates your
workforce instead of actually motivating them to improve performance.
The characteristics associated with job dissatisfaction are called hygiene factors. When these
have been adequately addressed, people will not be dissatisfied nor will they be satisfied. If you
want to motivate your team, you then have to focus on satisfaction factors like achievement,
recognition, and responsibility and those are called motivational factors.
Herzberg's findings revealed that certain characteristics of a job are consistently related to job
satisfaction, while different factors are associated with job dissatisfaction. These are:

The conclusion
he drew is that job
satisfaction and job dissatisfaction
are not opposites.

The opposite
of Satisfaction is No Satisfaction.

The opposite of Dissatisfaction is

No Dissatisfaction.

Remedying the causes of dissatisfaction

will not create satisfaction. Nor will
adding the factors of job satisfaction eliminate job dissatisfaction. If you have a hostile work
environment, giving someone a promotion will not make him or her satisfied. If you create a
healthy work environment but do not provide members of your team with any of the satisfaction
factors, the work they're doing will still not be satisfying.
To apply Herzberg's theory, you need to adopt a two stage process to motivate people. Firstly,
you need eliminate the dissatisfactions they're experiencing and, secondly, you need to help them
find satisfaction.

Step One: Eliminate Job Dissatisfaction

Herzberg called the causes of dissatisfaction "hygiene factors". To get rid of them, you need to:

Fix poor and obstructive company policies.

Provide effective, supportive and non-intrusive supervision.

Create and support a culture of respect and dignity for all team members.

Ensure that wages are competitive.

Build job status by providing meaningful work for all positions.

Provide job security.

All of these actions help you eliminate job dissatisfaction in your organization. And there's no
point trying to motivate people until these issues are out of the way!
One can't stop there, though. Remember, just because someone is not dissatisfied, it doesn't mean
he or she is satisfied either! Now you have to turn your attention to building job satisfaction.

Step Two: Create Conditions for Job Satisfaction

To create satisfaction, Herzberg says you need to address the motivating factors associated with
work. He called this "job enrichment". His premise was that every job should be examined to
determine how it could be made better and more satisfying to the person doing the work. Things
to consider include:

Providing opportunities for achievement.

Recognizing workers' contributions.

Creating work that is rewarding and that matches the skills and abilities of the worker.

Giving as much responsibility to each team member as possible.

Providing opportunities to advance in the company through internal promotions.

Offering training and development opportunities, so that people can pursue the positions
they want within the company.

Recommendation to management
Based on above mentioned reasons and solutions for motivational factors to improve
productivity there are few suggestion and recommendation for the management which not only
put light on positive as well as on shortcoming of this theory
First, shortcoming of the theory management needs to keep in mind while using it.

Despite its wide acceptance, Herzberg's theory has its detractors. Some say its
methodology does not address the notion that when things are going well people tend to
look at the things they enjoy about their job. When things are going badly, however, they
tend to blame external factors.

Another common criticism is the fact that the theory assumes a strong correlation
between job satisfaction and productivity. Herzberg's methodology did not address this
relationship; therefore this assumption needs to be correct for his findings to have
practical relevance.

Second, few suggestions for management to use this theory in more effective way.

The subject of motivation is approached in a very general way. In reality, one need
"different strokes for different folks" in other words, different people will perceive
different issues, and will be motivated by different things. Make sure you talk with your
people regularly on a one-to-one basis to find out what matters to them.

Herzberg's theory is largely responsible for the practice of allowing people greater
responsibility for planning and controlling their work, as a means of increasing
motivation and satisfaction.

The relationship between motivation and job satisfaction is not overly complex. The
problem is that many employers look at the hygiene factors as ways to motivate when in
fact, beyond the very short term, they do very little to motivate.

Perhaps managers like to use this approach because they think people are more
financially motivated than, perhaps, they are, or perhaps it just takes less management
effort to raise wages than it does to reevaluate company policy, and redesign jobs for
maximum satisfaction.

When you're seeking to motivate people, firstly get rid of the things that are annoying
them about the company and the workplace. Make sure they're treated fairly, and with
respect.

Once you've done this, look for ways in which you can help people grow within their
jobs, give them opportunities for achievement, and praise that achievement wherever you
find it.

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