Individual Analysis

Individual Case Analysis Contents 1. 0Analysis development Motivation Theories1 1. 1Equity guess1 1. 2Expectancy Theory1 1. 3 Three- want Theory 2 2. 0Criticisms of the Management Functions3 3. 0Main Problems delineate4 4. 0References5 5. 0App exterminateices6 5. 1 addition 1 prep atomic number 18 Analysis6 5. 2 attachment 2 Equity Theory Table.. 7 1. 0Analysis Using Motivation Theories 1. 1Equity Theory correspond to Robbins, Bergman, Stagg and Coulter (2003) equity possibility was developed by J. Stacey Adam.Campebell, Dunnette and Miller (1969) states the purpose of this theory is aim at employees assimilation from a origin situation. Kaplan, Reckers and Reynolds (1986) notes these argon outcomes, in relation to the efforts they determine in, inputs, and then compare with others. In the case, Lisa compares her input-outcome ratio with Leanne, which seems imbalance and un comme il faut. Lisa feels jealous as Steve subsided to go again her suggestion to hand everywhere fr subroutineional of her work upload to the youngest team member, Leanne. She also sees that Leanne became more dominant.Lisa was loted un funfairly by two other members putting the blames at her who forced Steve to reprimand her. The agitated Lisas thinking was to give other members of the team who has more sire to take over some of her work sooner than Leanne. In the end Lisa lodged a compensation take over for her nervous breakd declare cased by Leanne. Also declared by Robbins, Bergman, Stagg and Coulter (2003), employees want is playd by rewards. ascendant on the above-mentioned, Steve should use the equity method in treatments of staff.Therefore, whenever an employee assess their own equity and perceive inequity, he or she will act to ameliorate the situation rather than leave out of motivation. Please refer to 5. 2 Appendix 2 for table showing equity theory. 2. Expectancy Theory fit to Montana and Charnov (2000), expectancy theory shows that rewards could motivate e mployees to addition their efforts. Taylor (1964) notes this encourages better(p) executing leading to a positive outcome. Steve applied the expectancy theory under(a) his way.By doing this, he do an announcement that he will augment employees recompense base on performance rating. Due to massive increase in training loads, Lisa was overworked and with projects behind schedule. Then Green (1992) states on of the accept is that employees believe if they perform well, they will get the reward. Leanne is an ambitious person that is wherefore she offers help as she believes in good performance could get better outcome and reward. On the other hand, according to Montana and Charnov (2000), an employee can decide on which outcome they prefer.Due to immense pressure from overload and interlocking with Leanne, Lisa has made a closing to take stress leave. This reduces the efforts Lisa requires to put into her work. 3. Three-need Theory McClelland (as quoted by anonymous, 2008) states an employees motivation and effectiveness are influenced by the chase necessity for Achievement McClelland (quoted by Pattanyak, 2006) notes motivation that influences employees to direct his or her conduct towards attaining goals. According to the achievement explained, Lisa is not motivated to challenge of orking at a problem and do not accept any personal responsibilities for failure, rather leaving the actions and chance for Leanne to achieve the outcome. Need for Affiliation Courtney (2002) notes McClelland had suggested that people are motivated by different things. Also, base on the statement stated by Tosi, Mero and Rizzo (2000), McClellands theory on affiliation has a need for friendly relationships and have good interactions with others. These people can co-operate well in a team. Referring to the explanation of affiliation, Lisas jealousy and conflict with Leanne had caused friction and fortitude in the team.It shows there is a need of discourse skills and c o-operate for Lisa in the team. Lisas personal attitude problem towards Leanne also caused her relationship problems with colleague and manager. Need for Power McClelland (quoted by Pattanyak, 2006) notes that people at a high localization would want the power to control other people for their own goals. According to Ved (2005) there are Social controls the companys movement, and Personal influence others to further the desire. Leanne entered InsureCo. as a new team member under Lisas lead in a team.Soon after, Leanne quickly made good relationship with the manager and quick to promote her skills, which lead her over stepped the power of Lisa. Therefore, Lisa felt she was unable to control Leanne to achieve her outcome. Lisa has also anomic control of her team when couple of the team members resigned. With the mixed-up control of power, Lisa lost the battle to be promoted. Therefore, she is not motivated. 2. 0Criticisms of the Management Functions The worry of InsureCo. has several prohibit practices, they are The way Steve manages the companys environment The way Steve make do employees, and How staff co-operate with each other as a team. According to bell shape and Smith (2006), the use of communication and verbal skills for managers is vital in their management work. By listening to employees, companies could im see employees job satisfaction. According to Deci and Ryab (1985), the greatest motivation act is managers could do for his or her employee is listening. In this case, Steve does not communicate in effect to his staff about his expectations and resolving problem issues within the working environment.He does not think of the concern that if he recognise the new employee, Leanne, Lisa would sound off about the recognition. To prevent the complaining obstacle, Steve should listen to Lisa when she complained about Leanne in regards to her I. T. skills. Steve should act on the complaint and assess Leannes ability in the I. T. field. If it do es prove that she has the skills, there would not be jealousy in Lisa. Schuler and Jackson (1999) mentioned that fair treatment of employee which will make them more committed in an organisation.It means, Steve should treat Lisa and Leanne equally. It is not where he should reprimand Lisa in front of her colleagues and in a way without her giving reasons. This is an embarrassment for Lisa. This also shows there is a lack of fair treatment within the management system of the company. According to rig (1999), employees will produce more effort in their work when they are appreciated, harbord and understood by the employer. Steve should set up a lam of basic principles to coach employees when there is a problem.Base on the value of Lisa to the company, Steve should not reprimand her straight away without any options for explanation and when he did reprimanded her he should explain his decision. Steve could improve the relationship amid Lisa and Leanne by inform them how others fee l, how much effect can cause, and suggest them how to improve themselves. Steves management at InsureCo. he is committed to the companys goals, according to Salaman (2001), it sometimes refers to as mission statement. In the case, increase salary was any admittance that Steve regarded as important.The aim is to fend off growing competition. The increase of salary could not always motivate his staff. The reasons are mentioned in the previous citations. 3. 0Main Problems Defined Primary Problems Secondary Problems poor people leadership New leadership of the firm, lack of managerial Poor motivational skills experience. Staff lacks motivation Poor readying No technical training system been put in. No circumstantial job description written for employees No formal policies written for rewards and penalization Increase in workloads want of co-operation Manager has poor communication skills ineffectual communication of expectations Employees value not appreciated Overload work causes delays Multitask been devoted to employees Management has no understanding of employees needs Poor relationship between staff and manager Pressure in the training department Lack of fair treatment for staff 5. Appendices 5. 1Appendix 1 SWOT Analysis pic 2. Appendix 2 Equity Theory Table by Robbins, Bergman, Stagg and Coulter (2003) sensed ratio comparisonEmployees assessment Outcomes AOutcomes B Inputs A Inputs B (Inequity-over rewarded) Threats ? subject weaknesses in the company ? Strong global competitors ? Complaints from staff ? Compensation claim from staff Opportunities ? Government proposed new Financial Services Reform woodpecker Make sure entire staff had been trainedWeaknesses ? Poor leadership ? Poor planning ? No formal policies for rewards & punishments are written ? Poor motivational skill ? Staff lacks motivation ? No specific job description written for employees ? Increase of workload ? Lack of co-operation ? Poor commun ication skills ? Staffs value not appreciated ? Overload work causes delays ? Multitask given ? Management has no understanding of employees needs ? Poor decision making ? Pressure in the training department ? Lack of fair treatment for employees ? Strengths ? Large finance and insurance company ? Market front ? Large customer base ? Long profitable history ? Promotions for employees ?