Team discution 5 - Assignment Example

In this scenario, the five service representatives are facing the under reward inequity. They are using the newrecruited staff as their comparison variable. The main points/inputs are the work experience and the length of service in the organization. This equity equation’s major outcome is the salary paid to the staff. The five service representatives hold that the pay scale is equitable given that the presented equity according arises from the fact that the new personnel is receiving more at entry level.

Therefore they believe that the new representative is getting more outcomes per input (salary-experience). They are comparing this to the equity ratio which is easy to measure given that they received similar scales at entry level. 2. Distributive Justice- This is delineated as the perceived fairness of various outcome of the taken decisions and is judged through measuring whether the stated rewards are proportional to the presented costs, input outcome ratios compares to others and whether outcomes match and stick to the expectations.

Procedural justice- This is defined as the perceived fairness within the steps followed in making decisions. It is evaluated by gauging whether the steps are unbiased, consistent, correctable and accurate. It should also be open to scrutiny and inputs from other staff members. 3. As the chair of the committee, I will apply the principle of goal setting theory, which applies challenging but clear goals to help in the advancing of team’s motivation within the committee. As the chair, I will ensure that the goal is clear and measurable besides being succinct to the point.

I will ensure that we set the timeline within which the fundraising must be cleared. The goal set must be challenging to the committee members to ensure that they are motivated besides ensuring that all team members are committed towards meeting the goals. I will also set up a feedback mechanism that will help in receiving information on the progress towards achieving a goal. Finally, as this will be a complex task, I will give the committee members enough time to easily overcome the learning curves.

(Linke, 42)4. Intrinsic rewards –These are the rewards that fulfills employees intrinsic motivators. Example includes; giving an employee a complex task, inclusion in making decisions, and giving a staff member a higher rank among others. These factors do not require increased fees but still an employee will be motivated. Intrinsic factors are qualitative in nature. Extrinsic rewards- These are those factors that fulfill employees hygienic or extrinsic factors and therefore making them not think of quitting the firm.

These include salary increase, paid leaves, and bonuses, among others. Extrinsic factors are quantitative in nature. Extrinsic factors are important to workers because it is monetary in nature and is driven towards staff retention and growth. (Linke, 23)5. Lynda Lewis- Highly motivated, knows her roles and believes that the situational factors will account for her failure in achieving the sales targets. She always exceeds her quota, meaning that she is highly motivated. The case here might be the situational factors making her not achieve her goals.

With consultations with the supervisor and situation still the same, it is unlikely that coaching will help. Lack of non-financial rewards might not motivate her. Michael Benjamin- His point of view fists expectancy theory. He is opposed to the fact that increased efforts results into improved performance and therefore difficult to motivate. Also, he does not believe that the compensation is equitable. Coaching in this case can help but to deal with sense of inequity and belief that more performance does not result into an outcome.

Kyle Sherbo- This is case of equity theory. She compares the years of dedicated service and associated outcome with the tenure of Mark. The disappointment is unlikely to be addressed by coaching session. Works citedLinke, D. R. (2001). Effective methods for motivating professional workers (Order No. 3015116). Available from ABI/INFORM Complete. (251687371). Retrieved from http://search.proquest.com/docview/251687371?accountid=45049