Case Study Of Human Resources: Debbie's Dilemma
Human Resources: Debbie’s Dilemma In order for employers to keep their employees satisfied in their work environment many factors are associated in the way they feel. In Debbie’s case she is a Registered Nurse who works for Regional Hospital. Debbie makes above an average salary for her area. She manages two LPNs who also make above average salary for their area. These LPNs have worked at Regional Hospital much longer than Debbie and only make three dollars an hour less than her. When Debbie discovers their salary she is unsatisfied that with her credentials there isn’t a bigger difference in their pay than hers. Debbie confronts her employer who understands where Debbie is coming from but explains that because of their long standing relationship
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He explains that individuals work in an inputs and outcomes model in which an employee trades in to an organization and then expects something in return (Baack & Fisher, 2013). In the case of Debbie she inputs her education and skill level as a Registered Nurse and her outcome is disrespect from the LPNs she manages as well as a similar salary to her subordinates. Debbie’s decision to look for work elsewhere can be explained with the Adam’s equity theory because the outcomes Debbie is received are not what she is expecting for the inputs she gives to the hospital. This causes Debbie to be dissatisfied with her work environment which in turn causes her to look …show more content…
Under Vroom’s expectancy element Debbie needs to feel that her efforts will lead to successful performance. When the LPNs do not give her respect this will decrease her motivation in the workplace. When she becomes more aggressive and decided to stand her ground the LPNs gave her more respect as there manager and she was more motivated as a result. When the employer explained to Debbie that she already made more than the average Registered Nurse yet explained that the LPNs have been faithful employees of the hospital for a long time it showed Vroom’s instrumentality element. When Debbie puts in hard work for the hospital and has been there for a certain amount of time then she can expect a reward. Debbie’s case can also illustrate Vroom’s element of valence. The pay incentive is a valued reward for Debbie and will have a high valence outcome once she is given the pay increase for her hard work and
He explains that individuals work in an inputs and outcomes model in which an employee trades in to an organization and then expects something in return (Baack & Fisher, 2013). In the case of Debbie she inputs her education and skill level as a Registered Nurse and her outcome is disrespect from the LPNs she manages as well as a similar salary to her subordinates. Debbie’s decision to look for work elsewhere can be explained with the Adam’s equity theory because the outcomes Debbie is received are not what she is expecting for the inputs she gives to the hospital. This causes Debbie to be dissatisfied with her work environment which in turn causes her to look …show more content…
Under Vroom’s expectancy element Debbie needs to feel that her efforts will lead to successful performance. When the LPNs do not give her respect this will decrease her motivation in the workplace. When she becomes more aggressive and decided to stand her ground the LPNs gave her more respect as there manager and she was more motivated as a result. When the employer explained to Debbie that she already made more than the average Registered Nurse yet explained that the LPNs have been faithful employees of the hospital for a long time it showed Vroom’s instrumentality element. When Debbie puts in hard work for the hospital and has been there for a certain amount of time then she can expect a reward. Debbie’s case can also illustrate Vroom’s element of valence. The pay incentive is a valued reward for Debbie and will have a high valence outcome once she is given the pay increase for her hard work and