Keeping Suzanne Chalmers

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* Chalmers is not the first valued API employee who has requested a meeting and then announced her intention to leave the company.

* Numerous employees who leave API are millionaires, from generous share options at API.

* Many employees stated reasons such as stress, long hours, and disconnect from the family for leaving API, however; they will join a start-up company with some of the same problems.

* Suzanne tells Thomas Chan that her job is becoming routine.


The problem in this case study is the lack of employee loyalty, commitment and motivation causing high employee turnover.


* Maslow’s Needs Hierarchy says that as a person satisfies a lower level need, the next higher need in the hierarchy becomes the primary motivator and remains so even if never satisfied.

* Physiological need by the stability of her financial independence

* Safety by securing her position at API as a Software Engineer in Internet Protocol (IP) expert

* Belongingness by being a valued employee at API

* Esteem by the high achievement accomplished in her position

* Self-actualization is the higher need that Suzanne needs to satisfy; particularly work with more variety and challenge

* Learned needs theory may also be applicable as it states that a person’s needs are influenced through reinforcement, learning, and social conditions that can be strengthened or weakened with training programs.

* nAch applies as Mr. Chan offered Suzanne a 25% raise and more share options to stay with API, which was not accepted

* Four drives theory is a motivation theory based on the innate drives to acquire, bond, learn, and defend that incorporates both emotions and rationality. All drives operate in everyone with the drive to learn and acquire being the most important ones for Suzanne.

* Drive to acquire is insatiable because human motivation is to achieve a higher position than others. Chalmers seems to have achieved her goals at API and is ready to tackle new and challenging goals. Need to acquire material things, such as money and physical resources, does not seem to be important to Suzanne.

* Drive to learn is the drive to satisfy our curiosity, to know and understand ourselves and the environment, related to the higher needs of growth and self-actualization. Suzanne mentions to Mr. Chan in their meeting that her job has become routine, then went to work for a start-up company that Mr. Chan says “are pressure cookers that require 16 hour days and to perform a variety of duties.” Chalmers is regarded as an expert in IP with API and as the job design seems to be rigid, Suzanne will move towards a company that can offer her challenges and something different.

Social norms
Past experience
Personal values

Mental skill set resolves
Competing drive demands

choice and effort
Drive to acquire
Drive to bond
Drive to learn
Drive to defend

* Job Satisfaction is an appraisal of the perceived job characteristics, work environment, and emotional experiences at work. OB experts’ belief that the main reason for turnover is job satisfaction, with an employee’s response to job dissatisfaction through Exit-Voice-Loyalty-Neglect model (EVLYN).

* Loyalty determines whether an employee will choose voice or exit. Suzanne voiced her dissatisfaction in her meeting with Thomas Chan and since her needs were not recognized she later chose to leave. Suzanne has a high conscientious personality because she chose to voice her concerns instead of neglect by way of work effort, quality or absenteeism.

* Goal Setting and Feedback establishes performance objectives using specific characteristics. Goals must be specific, relevant, and challenging for the employee to be committed to the goal. Allowing employees to participate in the goal setting can be effective and ensuring feedback is timely...
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