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Encourager Praises and support the ideas of other team members

McShane and Von Glinow (2003:241)

Tuckman's model of team development

Tuckman (1965) developed a model for team development that has been widely used and adapted. He describes team stages as forming, storming, norming and performing - natural stages that each team has to go through when its members are selected as a team. These stages are iterative in nature and do not have a specific time-line. Tuchman later added a stage called 'adjourning', which is the stage where the group dissolves after a job well done or members leave the team.

He defines the forming stage as the phase where members get to know each other and seek to establish ground rules. Storming is the phase where control is resisted and hostility is shown openly. During norming members start working together and develop a sense of camaraderie. Performing is the stage where all members work together to get the job done. After this phase, the group dissolves, adjourning, because the job has been done or because certain members leave the team. The purpose of each team is to reach the performing stage - thus operating as a high performance team.

方法论——Methodology

This study mainly aimed to investigate the effects of career-related factors on motivation A quantitate response survey consisting of 30 questions regarding levels of satisfaction in different areas of their work was issued to calumet photographic staff. Included in the questions where monitoring questions of sex age and length of service. All respondents were employed either part time or full time including higher management. The questionnaire was accessible online and completely anonymous. 40 employees took part in the survey. All participants answered all questions posed as it was not possible to continue through the questions without doing so. Only primary data collected will be used for evaluation.

The following elements of job satisfaction are examined in this report:

职业发展——Career Development

1. Organisation's commitment to professional development

2. Career advancement opportunities within the organisation

3. Career development opportunities for learning

4. Job-specific training

5. Opportunities to use skills and abilities in work

Relationship with Management

6. Communication between employees and senior management

7. Autonomy and independence to make decisions

8. Management's recognition of employee job performance (feedback, incentives, rewards)

9. Relationship with immediate supervisor

Pay

10. Employees remuneration adequate to keep them seeking alternative employment.

工作关键——Work Environment

11. Feeling safe in the work environment

12. Job security

13. Overall corporate culture (organization's reputation, work ethics, values, working conditions, etc.)

14. Relationships with co-workers

15. Contribution of work to organization's business goals

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