A Wal-Mart photo lab associate, Claude is facing a difficulty concerning attending his father’s major birthday dinner.( Brotheridge, C. 2005) Claude comes from a tight family, and he didn’t want to miss the celebration. However, there is a conflict between his working schedule and the dinner plan. Owing to the inflexibility of the auto scheduler program and his manager’s non-negotiable management style, he was sure that his manager wouldn’t give him the time off. Additionally, he didn’t want to call a sick day, not wanting to bend the truth. He also couldn’t feel there was a cold coming. Yet, the main problem is Wal-Mart’s organizational management. Managers do not treat their employees with dignity and respect and a lack of feedback and communication has caused tension in the work environment. Situation Analysis
In order to carry out a meticulous analysis, we should look at both individual and organizational analysis. We must recognize that employee attitude will affect their behaviours and job engagement. What’s more, attitudes derived from direct experience are stronger. (Sniderman, Bulmash, Nelson & Quick, 2007) In the beginning, Claude maintained a positive attitude toward his job. Messages in the employee orientation such as ‘family-approach’ and ‘associates are partners’ inspired him and established an affirmative attitude to work at Wal-Mart. However, after working at Wal-Mart for a while, he realized that his job was quite routine and replaceable. Furthermore, his co-workers experienced some disconcerting management issues. These incidents had triggered Claude to bring some negative attitudes toward his job and working environment. When employees don’t feel a sense of connection to their teams, organization, and job, their attitudes will lead to variety of outcomes. To further our analysis we should examine the Influence of Attitude on Individual and Organizational Outcomes. (Sniderman, Bulmash, Nelson & Quick, 2007) Employees in Wal-Mart are disengaged because there are four different types of behavioural responses. The first response is ‘exit’. Most of the people that started working in Wal-Mart at the same time as Claude chose to leave within a year. Apparently, high turnover rates existed in Wal-Mart. Secondly, increased voice, Claude’s co-workers became very vocal and increased their voice by complaining to each other about shifts, management and procedures. Thirdly is a sense of decreased loyalty. Claude and his co-workers reduced their involvement within the work setting. They started to think how much Wal-Mart is worth to them. And finally, a sense of increased neglect develops. Claude began to diminish his level of effort. He didn’t want to ‘go the extra mile’ anymore because his manager’s apathetic attitude. These outcomes definitely caused negative impact on productivity, not to mention resulted in lowering the level of employee’s motivation. Wal-Mart should comprehend that employee’s work motivation has significant influence on the organization’s effectiveness. We can use several motivation theories to investigate Claude’s motivation and identify Wal-Mart’s management hypothesis. In Maslow’s needs hierarchy (Sniderman, Bulmash, Nelson & Quick, 2007), we can declare that Wal-Mart offered Claude the basic physiological needs. As a student who wanted to avoid student loans, Wal-Mart paid slightly more than most of fast food restaurants and provided profit sharing program and stock ownership plan along with benefits. However, Wal-Mart failed to meet employee’s safety and security needs. Because manager had set up a camera in the unisex washroom and secretly recorded employee’s conversation. This is not to mention, within Maslow’s Hierarchy Theory, meeting belongingness needs as well as the above needs. Some issues over racial and religious discrimination were also existent in Wal-Mart. Moreover, according to McGregor’s Theory X and Theory Y...
References: Brotheridge, C. (2005). Working at Wal-Mart. In T. Cawsey and G. Deszca (Eds.). Cases in Organizational Behaviour. Toronto: McGraw-Hill Ryerson.
Sniderman, P. R., Bulmash, J., Nelson, D. L, Quick, J. C. (2007). Managing Organizational Behaviour in Canada. Toronto: Nelson Thomson Canada Limited.
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