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Management - Case Study Example

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Management Case Study Date Management Case Study According to Maslow's hierarchy, which basic needs did Shank's old boss fail to meet? Explain why the needs have not been met. What could be done to meet these missing needs? (25 points) The basic needs that Shank’s old boss failed to meet are the security need, social need, esteem need and the self-actualizing need…
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Management Case Study Management Case Study According to Maslow's hierarchy, which basic needs did Shank's old boss fail to meet? Explain why the needs have not been met. What could be done to meet these missing needs? (25 points) The basic needs that Shank’s old boss failed to meet are the security need, social need, esteem need and the self-actualizing need. First is the security need. Shank stated that in her previous job, management would just say, “You’re just a number. You can be replaced at any time.” No employee will be motivated to work if that is management’s attitude because one’s desire for a steady employment cannot be fulfilled. There is a feeling of job insecurity. Shank’s social needs have not been met too by her previous employer. She did not feel a sense of belonging because the owners just did not seem to care about their employees. Shank’s esteem needs were not satisfied too. The company did not show any appreciation for their employees. She did not feel that she is being valued as an employee and she felt that she was taken for granted; thus, her self-esteem and personal worth was at a low. Her ideas were not important to management. Even her self-actualizing needs were not met because they were not concerned with her personal growth. There are several things that can be done to meet these missing needs such as recognizing achievements of employees through promotions, bonuses and salary increases, so they will feel appreciated and valued. Job security should also be provided for including the giving of retirement benefits. Management should also provide employees opportunities to reach their full career potential. Use the Expectancy Theory and/or the Equity Theory of motivation to explain how feeling underpaid might affect the work of a Flight 001 associate and what a manager can do to increase the employee's motivation. (25 points) In Vroom’s Expectancy Theory, the employee’s motivation is an outcome of valence, expectancy and instrumentality. If an employee is underpaid, he will not be motivated to work to the best of his abilities because the instrumentality component of motivation is missing. The employee has the perception that even if he works hard, he will not be paid commensurately. He believes that even if he meets performance expectations, he will not be rewarded accordingly. Adam’s Equity Theory of Motivation states that there should be a fair balance between an employee’s inputs and outputs to ensure that a strong and productive relationship with the employee is achieved; thus, resulting to a contented and motivated employee. In the scenario where an employee is underpaid, there is obviously no fair balance struck between the work exerted by the employee (his input) and the salary he receives (his output). This will definitely affect the employee adversely and will not motivate him to do his best on the job. What the manager can do is to increase the employee’s salary to an amount commensurate with the job he does. If this is not possible, the manager can also motivate the employee through non-monetary rewards or intangibles such as recognition, praise or a job promotion. Based on Herzberg does Two Factor Theory, what hygiene factors can you identify that are being met within Flight 001's work environment based on comments made by employees in the video? How are they being met? Is Flight 001's work environment meeting any motivation factors? If so, which ones and how? (25 points) Instructions files attached: Based on Herzberg’s Two Factor Theory, the hygiene factors that are present in Flight 001’s work environment are the company policy and administration, quality of supervision, quality of inter-personal relations and working conditions. These factors are being met through the open door policy of management where the employees feel a personal connection with top level management. The employees are free to express their ideas and opinions. The employees are also valued and appreciated through recognition and feedback. There is also close inter-personal relationships among its employees, “bringing fun and humor into the setting”. Flight 001 meets several motivation factors in their work environment which includes opportunity for advancement, gaining recognition, responsibility, challenging and stimulating work and a sense of personal achievement & personal growth the job. These factors are met through job trainings which further improve the employee’s performance. Employees at Flight 001 also feel appreciated; thus, gaining recognition. The company also pays attention to the strengths of each employee and challenges them by assigning them to projects where their talents can be most useful. Read More
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