NUMBER : 1915

RANK : AC

NAME : TAKAVARASHA M

MODULE : ESD THEORY

ASSIGNMENT

DS : WO2 MAPAYIRE

CLASS : ELECTRICS
1.Discuss the origins and causes of employment syndrome among the indigenous
Zimbabweans
Employment syndrome is the inclination of people preferring employme
n t   t h a n   b e i n g employers. Employment syndrome refers to the mentality that one will
always have to work for another person to earn a living. This behaviour is due to many
contributing factors to the native Zimbabwean people.

Colonisation

Colonisation is one of the major factors of employment syndrome among the indigenous
Zimbabweans. T h e y   p r a c t i c e d   l a n d cultivation using hoes mainly made by the
blacksmith. They also kept domestic animals such as cattle, goats, chickens. Cattle was a
symbol of wealth hence it was kept for prestigious reasons. These animals were then
used for various social, economic and political activities such as lobola, tribute, and
barter trade. In the secondary production, they also practiced blacksmithing. They
processed mined minerals from the miners into products that can be used by v a r i o u s
sectors of the society. These products included spears for the hunters,
h o e s a n d spades for the farmers, cutlery for the women and ornaments and jewellery from
precious stones. All this proves that the native Zimbabweans were self-sufficient
before the arrival of the white colonialists. Due to the colonization by the white
imperialist the native lost their ways of living and were forced into the employment industry.
When the British arrived they introduced the reserve system and translocated the native
Zimbabweans to infertile dry inhospitable areas. In 1894 the first reserves were set up in
Shangani and Gwaai and this affected the entrepreneurs in farming. After the defeat of the
Ndebele, the settlers seized their land displacing many natives and those displaced became
fulltime labourers or squatters.

Natural disasters
Natural disasters such as droughts are also contributing factors of the employment
syndrome .In 1991 - 1992 the worst droughts occurred in Zimbabwe. This was a major
disaster because 70% of the population was living in the rural areas and was dependent on
agriculture. Due to the drought a large number of people migrated to the urban areas in search
of employment. They migrated to the urban areas because there was nothing left in the rural
areas but malnourished livestock and dead plants. They deserted their rural homes in a bid to
look for greener pastures in the urban areas.

Warfare
When the British arrived, major wars were fought. These are the War of Dispossession or
Anglo-Ndebele War(1893-4), First Chimurenga(1896-7) and the 2nd Chimurenga(1966-79).
These wars disturbed the smooth running of entrepreneurial activities by blacks in Zimbabwe
such as farming, mining, hunting, among others. The Anglo-Ndebele or war of dispossession
of 1893 was fought between the BSAC and the Nbebele under King Lobengula. They fought
because of the quarrel over the ownership of the Shona. The Chimurenga wars were fought
due to a number of factors that included the loss of sovereignty of the natives. This prevented
them from carrying out their entrepreneurial activities such as ploughing and mining.
Legislation
Certain legislatives that were passed in the form of acts also promoted employment
syndrome. The land bank act provided new white settler farmers with free tillage for five
years and the same period as grace before commencing to repay loans from the state owned
Land bank .The settlers divided the whole country into agro-zones based on rainfall patterns
from the highest rainfall region 1 to the lowest rainfall region 5. Natives were trans- located
to regions 4 and 5 which were not fertile enough for agriculture. This was called The Morris
Carter commission of 1925.Whites who numbered 50 000 were allocated 49 000 000 acres of
prime land while blacks who numbered 1 000 000 were allocated 28 000 000 this was called
The land apportionment act of 1930. The land husbandry act of 1951 barred any African
family from owning more than five herd of cattle or eight acres of land in the communal
lands. Cattle were very prominent in the African society as they were used for ploughing the
fields and also for prestigious purposes. The tribal trust land act of 1965 segregated the
ownership of land between white areas and black areas. Natives could only occupy land in
communal lands without holding title to it. In Towns natives could only lease property and no
black man could own a house in town until after 1980. The land tenure act divided the land
on racial lines and designated the best 45 000 000 acres as European land and shared among
the 250 000 whites and the worst 45 000 000acres was designated as native land to be shared
by the 5 000 000 blacks. There was insufficient land for blacks to partake in their economic
entrepreneurial activities. The act also barred the races from encroaching in the other race’s
land.

Forced labour
It refers to situations in which persons are coerced to work through the use of violence or
intimidation. Forced labour, or unfree labour, is any work relation, especially in modern or
early modern history, in which people are employed against their will with the threat of
destitution, detention, violence including death, or other forms of extreme hardship to either
themselves or members of their families. The native Zimbabweans were forced to work for
the whites instead of focusing on their economic activities

Introduction of the money currency

Long back, people used to depend on barter trade either externally or internally. Externally
the natives traded with the Arabs among others and internally they traded among themselves.
When a currency worth monetary value was introduced, the indigenous Zimbabweans were
pressured into abandoning trade and selling goods in exchange for money.

Education system
The school curriculum in Zimbabwe aims to acquire the student with knowledge to only be
employed on completion of certain studies. The students aim to seek jobs once they graduate.
The curriculum does not promote innovativeness in the students.
2.Using any motivational models you know, demonstrate the extent to which effective
motivation of employees will be critical in your business.
Motivation theory is the study of how to learn and understand what inspires a person to
pursue a specific result. This theory has many uses, including in psychology and sociology,
but it’s also important for businesses, especially in relation to management. In management,
professionals use motivation theories to increase production, profits, employee retention rates
and employee satisfaction levels. As a manager, you may aim to increase employee
motivation to help your company achieve its business goals. Using motivation theories can
include offering incentives, addressing needs or providing rewards to motivate your team to
meet a specific goal.

Here are five motivational theories you can consider using to increase employee satisfaction
and productivity:

1. Incentive theory
The incentive motivational theory suggests reinforcement, recognition, incentives and
rewards motivate people. The incentive theory also proposes people may display certain
behaviors to achieve a specific result, incite a particular action or receive a reward. Here are a
few examples of incentives in the workplace:

Bonus: A bonus is a reward you may give to an employee based on their performance levels
over a period.

Praise: Praise can be useful for one-on-one situations, such as quarterly employee reviews.
You can praise an employee by giving positive feedback about their performance, which may
build your relationship with them and promote trust.
Opportunity: Providing opportunities like paid training or continuing education may give
your team an incentive to increase their knowledge in a specific field and develop their skills.

Promotion: Providing an opportunity for career advancement often is one of the most
influential incentives a manager can offer because it can give an employee a feeling of
importance and growth. A promotion may include an advanced job role, a new job title or a
salary increase.

Salary or wage: Offering a pay raise or salary increase is an incentive management teams
often find effective. For optimal results, consider using salary or wage incentives for
individual employees rather than all employees and departments within a business.

Paid vacation or time off: Consider offering employees compensation for taking days off or
giving them additional vacation days. An employee may value this incentive if they're
planning for a family vacation or want some extra time to rest at home.

2. McClelland's need theory

McClelland's need theory proposes there are three different needs most people have, and each
need corresponds to a type of person who feels motivated to address that need. Understanding
McClelland's need theory can help managers identify employee needs, which may give them
the ability to place their employees in situations where they can thrive and reach their goals.
Analyze these three needs to determine which incentive may work best for each employee:

Need for affiliation

The affiliate theory claims humans want to belong to a group and have other people accept
them. This theory can help managers identify whether an employee might work well on a
team and grow from the experience. Employees who feel motivation from affiliation often
have highly developed interpersonal skills that can help them generate strong and meaningful
relationships with their coworkers.

Need for achievement

Some employees naturally strive to become successful and important. These individuals may
be competitive and maintain a high standard for their work ethic. They typically have a strong
desire for recognition after completing a task and may ask for feedback on their performance.
Establishing awards, such as an employee of the month tradition, can help motivate these
people in the workplace.

Need for power

Some employees are interested in influencing others, making an impact on their coworkers
and positively affecting the workplace. These types of employees often enjoy leading groups
of people, distributing tasks and coordinating events. They may attempt to motivate their
coworkers to achieve short-term and long-term goals. Allowing these employees to apply
their leadership skills can generate feelings of motivation in large groups of employees,
which can lead to job satisfaction.

3. Competence theory
Competence theory proposes people often want to engage in specific activities to display
their skills, intelligence and abilities. If an employee successfully demonstrates their
intelligence in front of their peers, it can motivate them to feel competent in a particular area.
Feeling competent may increase how confidently they perform tasks, which can improve
productivity and efficiency. Confident employees may also feel encouraged to learn more in-
depth information to share it with their peers and receive recognition.

4. Expectancy theory
The expectancy theory suggests people may perform certain behaviors if they think those
actions can lead to desirable outcomes. You can apply the expectancy theory in the
workplace if you're interested in improving your team's productivity, effort or efficiency. For
example, you might offer your staff a temporary raise in their hourly wages to motivate them
to work extra hours to complete a project.

5. Maslow's hierarchy of needs theory

Maslow's hierarchy is a psychological theory that outlines the types of needs a person meets
to progress to more complex needs. The hierarchy of needs includes five levels, which are:

Physiological: To meet physiological, or basic survival, needs you can ensure you have
adequate water, shelter, clothing and food. In a work setting, an employee's salary may allow
them to fulfill their physiological needs.

Safety: This level refers to the need to feel protected. In the workplace, this need may align
with employees feeling safe in the workplace and feeling a sense of job security.

Socialization: To meet socialization needs, employees may strive for their coworkers to
accept them, seek to make friendships at work or join groups to feel a sense of belonging. A
workplace may fulfill this need by creating opportunities for employees to bond by hosting
employee lunches and team-building activities.

Esteem: Employees often reach this level by receiving recognition, which can help them feel
confident in their work and increase their self-esteem. Recognizing their achievements and
providing positive feedback are two methods you can use to help build an employee's self-
esteem.
Self-actualization: To reach this level, employees may seek to achieve complex, long-term or
personal goals. Self-actualized employees may also feel motivated to complete workplace
goals effectively.