Chapter 6 Motivation Case Assignment - Essay Example

Joe Chaney Case Analysis Does the 4 factors model of motivation (Motivation-Performance-Outcomes- Satisfaction)apply to Joe’s situation. Yes, the 4 factors model of motivation applies to Joe’s situation. In the Motivation-Performance-Outcomes-Satisfaction model, the key assumptions noted in Table 6.1 which states that “employees start out motivated” (Whetten and Cameron 332) was exhibited by Joe as he started with the organization. However, somewhere along the way, his level of performance declined, the outcome of his work was affected and he manifested dissatisfaction from his job.
2) Using the Performance Diagnosis Model (figure 6.7) on page 362 determine the cause of Joe’s performance problems. As indicated in Figure 6.7, it could be assumed that both the boss and Joe agree that his performance needs to be improved; therefore, in analyzing his situation, his problem actually stemmed from inadequate subordinate motivation (rather than inadequate subordinate ability). Case facts revealed that he has previously exhibited good performance, he was reported to have worked hard, have consistently produced high quality results, have manifested volunteering for special projects, made suggestions for improvement, and even demonstrated in-depth practical knowledge of the architecture and construction business (Whetten and Cameron 363). Therefore, analyzing further, the lack of motivation was apparently the result of rewards not being linked to performance and not being fairly distributed (Whetten and Cameron 362). From the complaints he expressed through an officemate, it was evident that his performance and efforts were not duly recognized, acknowledged and rewarded.
3) Based on your conclusions in question # 2, how could you use the nine steps and three strategies - reprimand, redirect, reinforce (Table 6.5 page 341-342) to reshape Joe’s behavior? Using the nine steps and three strategies therefore to reshape Joe’s behavior would require management to do the following: Reprimand would necessitate confronting Joe to specifically identify his inappropriate behavior; point out the impact to others; and determine the causes of his low performance and suggestions to remedy this. Redirect would mean accurately stating to Joe the expected behavior, standards and goals to be achieved within a defined schedule; determine from him if he would comply; and be supportive by praising his previous level of performance and telling him that he could achieve these and even excel, if needed. Reinforce guidelines would require management to design appropriate rewards and sanctions; and to regularly monitor the employees’ performance. Management must provide career paths and opportunities for promotions through providing training or educational benefits to enable Joe to complete an architecture degree. Finally, through regular performance evaluation, management must reward exemplary performance through recognition, praise, acknowledgment and providing promotions to enable the employees to enjoy professional growth.
Which of Joe’s specific behaviors are inappropriate and what is their impact? His inappropriate behavior was his inability to voice out his complaints to enable management to address and gauge his performance effectively. The impact of this inability is that no positive action is taken by management and his performing below expectations cause back log in work and contributes to the organization’s inability to meet schedules.
What rewards might be most salient to Joe? Are they intrinsic or extrinsic? Both intrinsic and extrinsic rewards might be most salient to Joe. By giving him recognition, acknowledgement and praise, he would be motivated to perform better; by giving him monetary rewards, he could pursue higher education and be able to support his family well.
Could Joe’s work be redesigned so that he is more motivated? How? Joe’s work could be redesigned in such a way that clear responsibilities would be stated to him, in more challenging yet interesting ways and provide opportunities to be rewarded when he achieved defined goals. Likewise, by providing Joe with the opportunity to continue his studies through an educational benefit, he would be significantly motivated to set higher professional goals for himself within the organization. Through acknowledging, praising and recognizing innovative and creative inputs, Joe would be motivated to exhibit higher productivity and performance and would be duly satisfied to finally conform to the 4 factor model of motivation.
Works Cited
Whetten, D.A. and K.S. Cameron. Developing Management Skills. Prentice Hall, 2011. Web. 3 April 2012. eTextbook., from Read More