Fred Mairino

Topics: Human resource management, Employment, Motivation Pages: 17 (5283 words) Published: October 1, 2014
The key primary issues in Fred Maiorino’s case are:
1. Fred’s Lack of motivation
2. Reed’s feeble attempts at coaching
3. Motivating older workers
4. The potential influence of the performance evaluation system Fred’s Lack of Motivation:
Reading through the Fred Maiorino’s case, it is very much clear that the main key issue for this case was lack of motivation. The way Fred’s new boss Jim Reed motivated Fred to get going on his job wasn’t a very good way. Reed failed to understand that motivating an old employee is completely different than motivating a new energized employee. From motivating followers Dr. Yammarino points out that the individualized leadership should be evaluated with respect to three practical considerations; first human motivations are complex and are not always nice; second, leaders must cope with difficult people and a competitive, somewhat Darwinian world; third, leaders must make decisions that often result in someone losing and someone winning (Yammarino, 2000). Every human being and/or employee is different in nature and reacts differently given a variety of situations. Being a leader of a group of people is a complex job where the leader has to understand each employee. Some humans are easy to understand and make understand certain things while some people are so much difficult that they can never be understood in our whole life, just like our professor Dr. Humphreys mentioned in class about one person in his career whom he didn’t find out a way to motivate. Not just a single or couple, but there will be many people in every leader’s career whom they cannot find a way to motivate in a proper way. Thus, for these kinds of situations a leader should always be prepared with a bag of solutions. It’s a leader’s job to make sure that the workplace is competitive, rewarding and appraising so that someone is winning and someone is losing. In the international journal of human resource management we found out that a large number of companies have now realized that developing employee talents is the only way to maintain competitiveness, especially in the environments of rapid and dramatic change, and are thereby expanding investments in human resource development (Chan Lee, Hyuneung Lee, Jaeeun Lee & Jongsun Park, 2014). The United States organizations are spending around $171B every year on employee learning and development according to the American Society for Training and Development (ASTD) in 2011. The management of most organizations however continues to question whether or not spending such huge amounts on employee education and training is and/or will lead to the improvement, good performance and success of the organization (Chan Lee, Hyuneung Lee, Jaeeun Lee & Jongsun Park, 2014). In this Age of Technology the company usually requires the employees to take work-related trainings after they are done with their full-time education where these training will not only five positive benefits to the trainees but it will also give employers and the whole economy a greater productivity; therefore the importance of work-related training has led to three issues which are determinants of training participation, types of skills involved in training and realization of positive outcomes of the training undertaken (May Yeuk-Mui Tam, 2013). In addition to this Tam also mentioned in his journal that rather than hiring new employees people who are already employed should be more encouraged to take up the training. Employed people are also more likely to take the training compared to the unemployed. In several studies conducted, the gender gap in training participation has been noted although no consensus has been reached (Evertsson 2004; Green 1993; Knoke and Ishio 1998). Motivating employees doesn’t always have to be training, directing them to work and asking them to get tasks done every day without any break. Just like Ann Andrews states that our work habits are leftovers from the industrial age where the...


References: Mumford, M. (2000). Followers, Motivations, and Levels of Analysis. The Case of Individualized Leadership, 11(3).Retrieved September 6, 2014.
Sketch, E. (2001). Mentoring & Coaching help employees grow. 78(9). (2001, September 1). Retrieved from ABI/INFORM Global. http://proxy.tamuc.edu:10617/abiglobal/docview/206791731/9767BE327FBD4A24PQ/3?accountid=7083#center
Ashley-Timms, L
Polsky, C. (2013, March 31). Many older workers can 't afford to retire. Newsday. Retrieved September 7, 2014, from http://www.newsday.com/classifieds/jobs/many-older-workers-can-t-afford-to-retire-1.4960155
Zetlin, M
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