Motivation Report
[Type the company name]
Motivation Report
BA 2700 9/12/2013
Randol
9/12/2013
1. Describe the motivational problems of the staff at Health-Time using Maslow’s Needs Hierarchy. The staff at Health-time will be worried because Matthew’s first action as manager was to go in and fire most of the office staff. This will have them feeling that their safety, their need to feel secure and stable is being threatened. When Matthew puts a complete stop to idle chatter on the job he is taking some of the receptions chance to interact with other people. When you sit at a desk and answer phones all day it is nice to have that little time of interaction with customer or clients when you can. When Matthew starts the meeting off immediately complaining about the workers they are not going to be receiving the esteem that they need to feel that they are getting recognition for what they have done. Instead Matthew is only telling them what to do. He is not giving his workers any kind of respect or recognition for what they have done and then moving on to what could be done to make them even better at their jobs.
2. Describe the motivational problems of the staff at Health-Time using the expectancy theory of motivation. Discuss the staff’s outcome valences, effort-to-performance (E-to-P) and performance-to-outcome (P-to-E) expectancies. The E-to-P theory objective is “to increase the belief that employees are capable of performing the job successfully.”(Book) Matthew was already ahead of the game when it came to his staff. The E-to-P theory tells you to select people with the skills needed to accomplish the job. When Matthew became manager he already have workers in place that had the skills and the know how to accomplish the jobs they were assigned. Matthew was so quick to try to lay down staff rules that he did provide the staff sufficient time and resources for them to be able come to terms with all the changes that were happening in the club.
Motivation Report
BA 2700 9/12/2013
Randol
9/12/2013
1. Describe the motivational problems of the staff at Health-Time using Maslow’s Needs Hierarchy. The staff at Health-time will be worried because Matthew’s first action as manager was to go in and fire most of the office staff. This will have them feeling that their safety, their need to feel secure and stable is being threatened. When Matthew puts a complete stop to idle chatter on the job he is taking some of the receptions chance to interact with other people. When you sit at a desk and answer phones all day it is nice to have that little time of interaction with customer or clients when you can. When Matthew starts the meeting off immediately complaining about the workers they are not going to be receiving the esteem that they need to feel that they are getting recognition for what they have done. Instead Matthew is only telling them what to do. He is not giving his workers any kind of respect or recognition for what they have done and then moving on to what could be done to make them even better at their jobs.
2. Describe the motivational problems of the staff at Health-Time using the expectancy theory of motivation. Discuss the staff’s outcome valences, effort-to-performance (E-to-P) and performance-to-outcome (P-to-E) expectancies. The E-to-P theory objective is “to increase the belief that employees are capable of performing the job successfully.”(Book) Matthew was already ahead of the game when it came to his staff. The E-to-P theory tells you to select people with the skills needed to accomplish the job. When Matthew became manager he already have workers in place that had the skills and the know how to accomplish the jobs they were assigned. Matthew was so quick to try to lay down staff rules that he did provide the staff sufficient time and resources for them to be able come to terms with all the changes that were happening in the club.
Cited: McShane, Steven Lattimore. Organizational Behavior. New York: Irwin/McGraw-Hill, 2012. Print.