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Leadership Applications
Key Issues
The key issue of this case is that Justin is attempting to motivate his managers but not getting the reception he desires. This is happening for a couple of reasons. One of the main reasons is that he is not providing managers with rewards that matter to them. When a person wants to reward someone for behavior in a management capacity, he or she has to provide those individuals with something that matters to them or that they need, want, or value (Carver & Scheier, 2001). People all have different personalities, and they are at different places in their lives (Cervone, et al., 2006).
Root Causes
The most likely contributory factors in this case are Justin's lack of understanding of what his managers really want in the way of rewards, and his managers' lack of desire (or ability) to properly motivate others in order to earn incentives. By finding what matters to them and working to provide...
Another contributing factor in this case is the fact that Justin is attempting to motivate the managers with incentives, when it is the behavior of the cashiers and order takers that he really wants to see changed. The entire set-up of the incentive program is working against him.
Possible Solutions
One possible solution is to find incentives that the managers are really interested in working for, so they will put in more effort. Another solution would be to offer incentives directly to the cashiers and order takers, bypassing the managers and appealing to those whose behavior needs to change.
Advantages & Disadvantages
The advantage of changing incentives is that managers may work harder to earn them. The disadvantage is that it may not be possible for Justin to find incentives that appeal to the majority…
References
Carver, C.S., & Scheier, M.F. (2001) On the self-regulation of behavior. NY: Cambridge University Press.
Cervone, D., Shadel, W.G., Smith, R.E., & Fiori, M. (2006). Self-regulation: Reminders and suggestions from personality science, Applied Psychology: An International Review, 55(3): 333 -- 385.
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