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Managing Motivation in a Difficult Economy.
Question CC-9.
a) Which parts of the program appear to fit well with research evidence on goal setting?
"The HR team came up with five options for the management system" (Robbins & Judge, 2014, p. 624). This means there were five programs individual managers could choose out of the five. Program I was not a good fit when it comes to goal setting because it stuck to the old ways of the company. Meaning, it did not let employees participate nor receive information. When it comes to research on goal setting, employees well informed and active within their job feel more motivated to meet goals, especially when they set them or are part of the process of setting them. Essentially, Program IV, where managers communicate with employees only a weekly basis through "brainstorming sessions" not only allows employees to self-evaluate their own performance but also keeps them informed of what they can do to improve and allows them to give feedback on store performance.
This kind of participation promotes effective goal setting as described in a recent article because it allows employees room for feedback and accountability. "And yet, true transformation in schools can only happen when there is a clear target that is known and owned by those who are implementing the goal and to those who are striving to achieve it" (Newman, 2012, p. 12). Furthermore, goal setting provides a very significant strategy for construction of a culture of collective leadership. Program IV not only increases employee evaluation and feedback, but it also generates higher levels...
This part of the overall program seems to fit best with the objective of goal setting.
Case III: Building a Coalition
b) Which parts of the program would you change to get more substantive improvements in employee motivation?
As previously mentioned, program I sticks to the old way of performing. "Program I is opting out of the new idea, continuing to stay the course and providing employees with little to no information or opportunities for participation" (Robbins & Judge, 2014, p. 624). There is no room for improvement and employees may feel as though they are not fully aware of how well or how bad they are doing. Limiting participation and feedback is not conducive to employee motivation. Although some employees within the company welcome no change and do not like altering things, most employees may feel stuck within their current situation.
A study featuring a sample of 84 customer advisors were surveyed to understand impact of change in the workplace. The participants were recently affected by significant changes in retail banking workplaces. "The participants completed a questionnaire consisting of instruments to map their self-rated personal initiative, self-efficacy beliefs, reflection at work and perception of psychological safety in work relations with colleagues and supervisors" (Hetzner, Heid & Gruber, 2015, p. 34). The results indicated most were happy with the changes especially when they had the ability to give feedback concerning possible changes. Program I eliminates any options for employees to…
References
Hetzner, S., Heid, H., & Gruber, H. (2015). Using workplace changes as learning opportunities: Using workplace changes as learning opportunities: Journal of Workplace Learning: Vol 27, No 1. Journal Of Workplace Learning, 27(1), 34. Retrieved from http://www.emeraldinsight.com/doi/abs/10.1108/JWL-12-2013-0108
Jain, A. (2015). Volunteerism and organisational culture: Volunteerism and organisational culture: Cross Cultural Management: An International Journal: Vol 22, No 1. Cross Cultural Management, 22(1), 116. Retrieved from http://www.emeraldinsight.com/doi/abs/10.1108/CCM-11-2013-0167
Newman, R. (2012). Goal Setting to Achieve Results. Leadership, 41(3), 12. Retrieved from http://eric.ed.gov/?id=EJ971332
Robbins, S., & Judge, T. (2014). Organizational behavior (16th ed.). Prentice Hall.
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