Case Study: The Revere Group Michael Parks And Todd Miller, building better employees through career-pathing Southern New Hampshire University
1. Referring to the needs of hierarchy, ERG, and manifest needs theories, describe what motivators The Revere Group concentrates on. The Revere Group is a national leader in effectively helping organizations remain innovative by revamping their processes. They successfully transform businesses at the critical point in its evolution. That is its ability to change while moving from yesterday’s principles of operations to futuristic forward thinking. They (The Revere Group employees) are the litmus test for the model they present to clients. The Revere Group is heavily invested in its human capital. Therefore, of the four Conventional Motivation Theories, it would appear to me that the “Manifest Needs Theory” is what the Revere Group concentrates on. The Manifest Need Theory is a personality based approach to motivation. The Individual aspires to accomplish difficult tasks, and is willing to work toward distant goals and willing to put forth effort to attain excellence. “Our employees are grounded, in teamwork, integrity, service and accountability” (Luissier, 2010, p. 340). 2. How might expectancy theory explain The Revere Group’s success in hiring and retaining productive employees? The Revere Group has maintained high employee retention. They firmly believe in training employees to be productive and retain them by allowing them to grow as the company grows. The Revere Group relies heavily on its career-pathing mentor program which uses principles of the Expectancy Theory. The Expectancy theory states that the employee’s motivation is an outcome of how much the employee wants a reward and the likelihood that the effort will lead to expected performance. Therefore, there is a belief that Valance and the performance (Expectancy) will lead to “reward.” Valence is the significance associated by an...
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