FAKULTI PENGAJIAN PENDIDIKAN
UNIVERSITI PUTRA MALAYSIA
PEPERIKSAAN AKHIR SEMESTER PERTAMA 2021/2022
FINAL EXAMINATION FIRST SEMESTER 2021/2022
SISWAZAH(POSTGRADUATE)
KURSUS/COURSE :DCE5110
THEORIES AND PRACTICES OF HUMAN
TARIKH/DATE : 11-13 FEB 2022
MASA/TIME : 9.00 malam (Jumaat) hingga 9.00 malam (Ahad)
KAEDAH PENILAIAN/TYPE OF ASSESSMENT : TAKE HOME TEST
ARAHAN KEPADA SEMUA CALON
(INSTRUCTION FOR STUDENTS)
1. KertasinimengandungiDUA (2)
soalan.Semuasoalanmestidijawabdenganjelas dan tepat.
(This paper consists of TWO (2) question.Each item must be answered
clearly and precisely.
2. Silataipjawapananda dan kirimmelaluiPUTRABLAST TOPIK 14
(Type your answer and send in toPUTRABLAST (TOPIC 14)
Kertasinimengandungi1halamantidaktermasukmukahadapan.
(This paper consists of1 page excluding the cover page)
Vish Nama/Name : VISHNUVARATAN A/L MAKHANDRIN
No. Matrik /Matric No. : JM41623
Program/Programme : MHRD
Tandatangan/Signature :
, Jawab SEMUA soalan
Soalan 1 (Question 1)
Teori yang berkaitan dengan tingkah laku pekerja dan pembangunan organisasi
telah berkembang secara dramatik selama bertahun-tahun. Dengan
mempertimbangkan keadaan semasa pandemik Covid-19 mengenai kekurangan
beberapa faktor seperti pengetahuan, kemahiran dan sikap pekerja, KENAL
PASTI SATU TEORI UTAMA YANG TERKINI YANG MUNGKIN BOLEH
DIGUNAKAN UNTUK MEMBANGUNKAN PEKERJA. BINCANGKAN.
The theories related to employee behavior and organizational development has
evolved dramatically within the years. Taking into consideration within pandemic
Covid-19, our employees of today has knowledge, skill and attitude deficiencies
in them, IDENTIFY ONE MAJOR RECENT THEORY THAT MAY BE
EMPLOYED TO DEVELOP THE EMPLOYEES. DISCUSS.
(40 markah/40 marks)
Various motivational theories from Abraham Maslow, Chris Argyris and Fredrick Herzberg have
explored the psychology of employee motivation. These theories have demonstrated that
motivation is not something that can simply be supplied to employees; it is an internal state that
creates external behaviours and is driven by various employee needs. During times of social or
economic pressures, like the COVID-19 pandemic, governments are depended on more than
ever to provide essential services, while also facing intense financial scrutiny from the public,
thus being tasked with doing more with less. Employees can individually be facing their own
mental distress from the circumstances but are counted on to provide services efficiently and
effectively. Employee motivation has a huge impact on productivity; thus, it is important that
municipalities ensure that employee motivation is addressed and improved so staff are able to
provide the best service possible to the public.
Frederick Herzberg promoted job enrichment as a way to combat the restrictions on motivation
in the hierarchical structure (Tindal, 2015). He grouped needs into two categories: hygiene
factors (similar to the lower-level needs in Maslow’s hierarchy – physiological, safety,
belongingness) and motivators (similar to the higher-level needs in Maslow’s hierarchy –
esteem, self-actualization) (Tindal, 2015). Hygiene factors are those needs related to the setting
of the job (such as working conditions and salary), that will create short-term results when
addressed and require constant upkeep (Herzberg, 1987). On the other hand, motivators relate
more to the content of the job (such as recognition or career advancement), which will create
longer term benefits since the “ultimate reward is motivation” (Herzberg, 1987). As shown in
Figure 1, while hygiene factors can reduce job dissatisfaction, only motivators can increase job
satisfaction.
Herzberg emphasized that management should ensure a working environment that avoids
dissatisfaction through well-developed policies, effective management, adequate pay and job
, security, with job satisfaction addressed through changes to the nature of the job (Tindal, 2015).
He further stated that “job enrichment remains the key to designing work that motivates
employees” (Herzberg, 1987).
Figure 1: A graphic representation of Frederick Herzberg's Two Factor Theory of Motivation
COVID-19 is not a typical emergency “event” with an end date that can be predicted; it is an
unprecedented long-term crisis unlike anything we have dealt with in our lifetimes. While
municipalities have emergency plans in place, they likely do not speak to employee wellness or
motivation over a long haul, since emergency situations are typically resolved over a shorter
time frame. In analyzing the various worker needs explored through the Two Factor Theory by
Frederick Herzberg it is evident that every level has been impacted tremendously by COVID,
leaving the potential for needs not being met depending on the employee, their position and
their personal circumstances, and ultimately motivation suffering.
1) Hygiene factors: Hygiene factors are those job factors which are essential for existence of
motivation at workplace. These do not lead to positive satisfaction for long-term. But if these
factors are absent / if these factors are non-existent at workplace, then they lead to
dissatisfaction. In other words, hygiene factors are those factors which when
adequate/reasonable in a job, pacify the employees and do not make them dissatisfied. These
factors are extrinsic to work. Hygiene factors are also called as dissatisfiers or maintenance
factors as they are required to avoid dissatisfaction. These factors describe the job
environment/scenario. The hygiene factors symbolized the physiological needs which the
individuals wanted and expected to be fulfilled. Hygiene factors include:
UNIVERSITI PUTRA MALAYSIA
PEPERIKSAAN AKHIR SEMESTER PERTAMA 2021/2022
FINAL EXAMINATION FIRST SEMESTER 2021/2022
SISWAZAH(POSTGRADUATE)
KURSUS/COURSE :DCE5110
THEORIES AND PRACTICES OF HUMAN
TARIKH/DATE : 11-13 FEB 2022
MASA/TIME : 9.00 malam (Jumaat) hingga 9.00 malam (Ahad)
KAEDAH PENILAIAN/TYPE OF ASSESSMENT : TAKE HOME TEST
ARAHAN KEPADA SEMUA CALON
(INSTRUCTION FOR STUDENTS)
1. KertasinimengandungiDUA (2)
soalan.Semuasoalanmestidijawabdenganjelas dan tepat.
(This paper consists of TWO (2) question.Each item must be answered
clearly and precisely.
2. Silataipjawapananda dan kirimmelaluiPUTRABLAST TOPIK 14
(Type your answer and send in toPUTRABLAST (TOPIC 14)
Kertasinimengandungi1halamantidaktermasukmukahadapan.
(This paper consists of1 page excluding the cover page)
Vish Nama/Name : VISHNUVARATAN A/L MAKHANDRIN
No. Matrik /Matric No. : JM41623
Program/Programme : MHRD
Tandatangan/Signature :
, Jawab SEMUA soalan
Soalan 1 (Question 1)
Teori yang berkaitan dengan tingkah laku pekerja dan pembangunan organisasi
telah berkembang secara dramatik selama bertahun-tahun. Dengan
mempertimbangkan keadaan semasa pandemik Covid-19 mengenai kekurangan
beberapa faktor seperti pengetahuan, kemahiran dan sikap pekerja, KENAL
PASTI SATU TEORI UTAMA YANG TERKINI YANG MUNGKIN BOLEH
DIGUNAKAN UNTUK MEMBANGUNKAN PEKERJA. BINCANGKAN.
The theories related to employee behavior and organizational development has
evolved dramatically within the years. Taking into consideration within pandemic
Covid-19, our employees of today has knowledge, skill and attitude deficiencies
in them, IDENTIFY ONE MAJOR RECENT THEORY THAT MAY BE
EMPLOYED TO DEVELOP THE EMPLOYEES. DISCUSS.
(40 markah/40 marks)
Various motivational theories from Abraham Maslow, Chris Argyris and Fredrick Herzberg have
explored the psychology of employee motivation. These theories have demonstrated that
motivation is not something that can simply be supplied to employees; it is an internal state that
creates external behaviours and is driven by various employee needs. During times of social or
economic pressures, like the COVID-19 pandemic, governments are depended on more than
ever to provide essential services, while also facing intense financial scrutiny from the public,
thus being tasked with doing more with less. Employees can individually be facing their own
mental distress from the circumstances but are counted on to provide services efficiently and
effectively. Employee motivation has a huge impact on productivity; thus, it is important that
municipalities ensure that employee motivation is addressed and improved so staff are able to
provide the best service possible to the public.
Frederick Herzberg promoted job enrichment as a way to combat the restrictions on motivation
in the hierarchical structure (Tindal, 2015). He grouped needs into two categories: hygiene
factors (similar to the lower-level needs in Maslow’s hierarchy – physiological, safety,
belongingness) and motivators (similar to the higher-level needs in Maslow’s hierarchy –
esteem, self-actualization) (Tindal, 2015). Hygiene factors are those needs related to the setting
of the job (such as working conditions and salary), that will create short-term results when
addressed and require constant upkeep (Herzberg, 1987). On the other hand, motivators relate
more to the content of the job (such as recognition or career advancement), which will create
longer term benefits since the “ultimate reward is motivation” (Herzberg, 1987). As shown in
Figure 1, while hygiene factors can reduce job dissatisfaction, only motivators can increase job
satisfaction.
Herzberg emphasized that management should ensure a working environment that avoids
dissatisfaction through well-developed policies, effective management, adequate pay and job
, security, with job satisfaction addressed through changes to the nature of the job (Tindal, 2015).
He further stated that “job enrichment remains the key to designing work that motivates
employees” (Herzberg, 1987).
Figure 1: A graphic representation of Frederick Herzberg's Two Factor Theory of Motivation
COVID-19 is not a typical emergency “event” with an end date that can be predicted; it is an
unprecedented long-term crisis unlike anything we have dealt with in our lifetimes. While
municipalities have emergency plans in place, they likely do not speak to employee wellness or
motivation over a long haul, since emergency situations are typically resolved over a shorter
time frame. In analyzing the various worker needs explored through the Two Factor Theory by
Frederick Herzberg it is evident that every level has been impacted tremendously by COVID,
leaving the potential for needs not being met depending on the employee, their position and
their personal circumstances, and ultimately motivation suffering.
1) Hygiene factors: Hygiene factors are those job factors which are essential for existence of
motivation at workplace. These do not lead to positive satisfaction for long-term. But if these
factors are absent / if these factors are non-existent at workplace, then they lead to
dissatisfaction. In other words, hygiene factors are those factors which when
adequate/reasonable in a job, pacify the employees and do not make them dissatisfied. These
factors are extrinsic to work. Hygiene factors are also called as dissatisfiers or maintenance
factors as they are required to avoid dissatisfaction. These factors describe the job
environment/scenario. The hygiene factors symbolized the physiological needs which the
individuals wanted and expected to be fulfilled. Hygiene factors include:
