Potential Source of Problem in Allan Enterprise - Case Study Example

Pre-Sighted Case Study Student’s Name Institution Date Background to the problem who how when and where The case involves Allan enterprise which currently is a national sales and marketing company that operate within a single branch location and also two supporting sites. The biggest problem faced by the enterprise is the efficiency of the area that the company is situated. This area is highly lacking concerning the essential components involved in the sales campaign such as closing accounts, generation of sales and also increasing the internet exposure of their customers. Also, their management currently faces the problem of increasing the production of every department effectively as there has been a consistent challenge that the national headquarters of the company has faced and recognized. Identify symptoms attended to and potential source of problem There are numerous problems apparently faced by Allan enterprises especially concerning the motivation of the workers. Most of these challenges deal with this current motivational situation that has lead to the focus on low motivation especially from these policies that have dropped the expectancy of the workers. Also, the company currently faces the challenges of valence, instrumentality and also a combination of these three elements that mainly focus on expectancy theory. Griffin, (2016)stated that expectancy theory typically utilizes all these components in multiple spectra for the sole purpose of assessing the motivational force of the organization and also having a policy that would significantly lower just one of these elements and has led to a lack of productivity from the employees of the company. Analysis One of the first things Rebecca, the local district manager must clearly need to deal with is the expectancy of the workers. Expectancy is the perceived association between the effort put in and the accomplished performance of an individual. This is a problem with the artists and also Jeya, the sales manager. As Jeya puts a lot of effort, she discovers new accounts but is having the challenge of closing these sales due to things that she cannot control. With all the artists, they have a target that is not possible for them to accurately acquire. Even though they put in a lot of effort, they can still fall behind and on their work with returns of poor quality work. In the case of John, she does not effectively associate high effort with performance (DuBrin, 2008). She can focus all her efforts on the production of quality work; however, she might fall behind, or she might not meet her expected quota. John associates quantity as the accurate measure of good performance over quality. She is highly motivated to produce more than produce better quality advertisements. Lorayne perceives quality work as a real measure of performance rather than meeting his quota. It is, therefore, significant to highlight that expectancy is typically based on perceptions of what stands for good performance. Both of these employees have different perspectives concerning the idea of good performance. Lorayne measures performance through quality while Paula utilizes quantity to measure performance Ideas, models, and theories that are relevant from the literature As with both John and Lorayne, both have a similar objective and the measure of good performances of the enterprise. However, both have a different personal idea of the fundamentals of high performance. Lorayne currently measures performance by the quality while John utilizes quantity as a measure of performance. Based on the readings, Instrumentality is an important factor that Rebecca must increase. Instrumentality was defined in the lesson as the connection between what needs to be done and what is received. Since the reward system is typically a cause for weak instrumentality and the reward system at Allan enterprises, does little to encourage quality work. Their pay scale is not based on the quality and efficiency of work produced. However, it relies on the amount of time the company has employed one. Pay based on seniority makes the establishment of a productive relationship between high performance and adequate reward highly lacking. Also, this process leads to senior managers not working hard anymore since they have attained the highest reward level for their work (Koontz, & Weihrich, 2006). Identification of possible interventions or action plan Lowering the element of the instrumentality of the employees is the lack of a proper reward for quality work in a timely fashion. The artists, for example, have no obligation to make ten quality advertisements and websites since there is no particular reward for doing this task. Therefore, it is perceived to the workers that they have to finish their work for the sole purpose of avoiding the adverse attention of not meeting their expected target. Lorayne, for example, focuses on quality and does not produce a finished product until it is completely ready.While what she produces has a high quality, he gets into more trouble since they do not provide enough. On the other hand, John delivers ten advertisements a week. However, some have a poor standard. While others may not especially like John’s work, his perspective of producing ten advertisements than less good advertisements is justified from their standpoint. This element leads to the perception that performance based on quantity is better for the individual employee compared to the production of quality (Pride, Hughes, & Kapoor, 2009). Also in the case of Karen, there is no substantial reason for her to work rapidly. While the funds produce an excellent instrumentality for her to work a lot, in her mind, it benefits her to work slowly and collect more overtime. She values that extra income over her free time. There is nothing that significantly raises her instrumentality to work more quickly. If she had a proper incentive to work faster, such as bonuses for working rapidly, this might encourage her to work better and faster. Determining success of previous interventions To increase the productivity of her employees to work in the manner that she needs them to, Rebecca must clearly identify the value of every employee as a proper incentive. Nelson, & Quick, (2010) stated that every worker may prefer different things and therefore, offer every person more time off for their excellent work, a monetary bonus may not effectively be successful. Therefore, the perceived value of what is received is referred to as valence. Unlike other elements, valence can be either negative or positive. With positive valence, the results benign something the workers want and negative valence being the outcomes that the employees would wish to avoid. Karen clearly values the extra income she acquires from her overtime. Since she utilizes so much overtime, offering her, a monetary bonus may be highly attractive; however, a vacation or extra time off for proper job might be highly ineffective as she seems alright being at work. Also, since she works so much, it is safe to make the assumption that she needs the income (Wilson, 2002). Therefore, negative valences such as the possibility of being fired may be highly successful in motivating the employee. Also, Rebecca could offer a bonus to Karen for completion of their work fast and have few or no complaints. Since she values money, the bonus may be a positive valence motivator to do her work fast.Rebecca could also create a firing policy of workers that abuse over-time as it hurts the enterprise. Design of action plan Rebecca must analyze the processes of the campaign. She must focus not on the individuals in the various departments but the specific tasks performed by these people. She must seek consultations from management experts concerning the best way to standardize policies and also procedures through the organization to maximize efficiency (Clements-Croome, 2006). She must collaborate with the human resource management of the enterprise to rain all personnel of the campaign properly so they can produce a high quality of products and services and take pride in their assigned tasks. Realistic and value for money The target range for the output must be temporarily lowered to five on a daily basis. The previous output often has been too challenging for the workers and therefore, the objectives have not been attained or reached. Also, the rejection of the poor services from customers has caused increased delays. Through lowering, the quota range for the advertisements, the expectancy of the workers will increase. They can now view that they have the capacity of meeting their quotas, compared to when the quotas were too high, and therefore, this prevented the employees from gaining opportunities to succeed. Also, through offering bonuses for workers that do more quality work, quality will also increase. All employees will now have a logical reason to be highly productive in the specialized tasks (Claretha, 2012). Evaluation of group intervention Previously, Jeya had lacked motivation in bringing new accounts to the organization and therefore, had challenges in client retention due to several complaints with the creative department teams. Through the increase of the rewards for components in her control such as bringing new customers, Jess has experienced an elevation in her expectancy since her hard work is the significant element to her success (Weisbord, 2011). Through the reduction of the high quota, John can now work at the pace that is highly suitable and therefore, this will increase his expectancy as he now believes that he is in a strong position to succeed. He has also experienced an increase in the level of instrumentality since he can produce quality services and products with the bonuses offered. With the removal of the quota, Lorayne is not pressured to finish the websites. Therefore, the customer complaints have also reduced. With the new policy, this enables her to have extra time for focusing on a particular task and producing quality websites. Due to the changes in the overtime system, Karen currently works at a highly rapid pace. Due to the removal of the positive valence rationale, she can now do her best to finish her work on time. She now utilizes overtime only in situations where there are numerous IT problems on big accounts. Summary From the analysis of section A-F, it is profoundly evident that motivation is highly important in increasing the productivity of employees in an organization. Motivation must be applied in a correct spectrum to enhance the efficiency of all employees in an organization. The expectancy theory and all the relevant concepts discussed in this case study are suitable barometers that an organization can utilize in the process of improving the workplace policies and also be considerate of the needs of employees. Improving productivity and quality in an organization, therefore, results in an increased satisfaction in both the employees and the customers (Bratton, Forshaw, Callinan, & Sawchuk, 2010). Application of a quality management system strategy such as benchmarking, introduction of bonuses and also process mapping can achieve consistent improvement and profitability for any organization. Improved productivity also results in fewer defects, reduced costs and also fewer delays. References Bratton, J. Forshaw, C. Callinan, M. & Sawchuk, P. (2010). Work and Organizational Behaviour: Understanding the Workplace. Palgrave Macmillan Claretha, H. (2012). Valuing of People and Technology in the Workplace: The Competitive Advantage Framework. IGI Global Clements-Croome, D. (2006). Creating a Productive Workplace. Taylor & Francis DuBrin, A. L. (2008). Essentials of Management. Cengage Learning Griffin, R. W. (2016). Management. Cengage Learning Koontz, H. & Weihrich, H. (2006). Essentials Of Management. Tata McGraw-Hill Education Nelson, D. L. & Quick, J. C. (2010). Organizational Behavior: Science, The Real World, and also You. Cengage Learning Pride, W. Hughes, R. & Kapoor, J. (2009). Business. Available Titles CengageNOW Series. Cengage Learning Wilson, T. (2002). Innovative Reward Systems for a Changing Workplace 2/e. McGraw-Hill Professional Weisbord, M. R. (2011). Productive Workplaces: Dignity, Meaning, and Community in the 21st Century. 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