Applying the 4 models of motivation (motivation, performance, outcome and satisfaction), we can then analyze Joe Chaney’s case. It is quite clear that there is a lack of motivation in the respective company in general. Joe complained that no one acknowledges his effort at all. The organization failed to meet the organizations structure and systems goals. It seems that it has failed to identify the help needed. The management should emphasize more on performance, which was lacking. For instance he often finds Joe daydreaming instead of working. With the maximum involvement of the leadership in gauging the task characteristic needed, and then can the subordinate’s expectations be met. These are outcomes such as recognition when a task is dully done as in the case of Joe. After all are on board, then integration involving all parties is done. This projects the group to a satisfaction level where by unuttered grievances such as Joe’s promotion can be looked into.
Assuming that both Joe and his boss agreed that his (Joe’s) performance needed to improve, and in accordance to the representation dialysis on the diagnosis model, the next this will be to probe the root of the problem. Joe’s problem rooted from the lack of, inadequate motivation from his fellow workmates. This issue can be picked in Joe’s scenario as he talked it out with one of his fellow colleagues. It occurred that the outcome of the question mentioned above to be as a result of lack of motivation that was prompted by the poor understanding or simply having unmotivating expectations. This then gave a conclusion that Joe’s problem was expected in nature. From the case itself, Joe began on a good note as he impressed his new boss by proving to be really hard working. However, as he continued working, this was slowly missing from him. No one noticed the extra mile he has taken to work and some time on voluntary basis and yet no one even acknowledges any of his efforts.
In the first strategy (reprimand); an expectation which is Joe’s problem is identified. Noting it as unacceptable and that he should retract from it. Second step, prevent him from contracting his idea to his other colleagues as it renders unwanted disharmony. Lastly, his problem should be redesigned as a form of solving this current issue. The second strategy (Redirecting) depicts; setting a measure of standards to ensure equality. The fifth step is making sure that everybody comprehends the decision made. The sixth, is praising and honoring Joe efforts made so far. Reinforcing is the third strategy. It calls for rewarding Joe through promotion. This reward is since as he had mentioned to his colleagues that his wife had to find work so that they could meet their financial situation. Secondly, praise his actions and ask others to borrow from his deeds and that there will be a prize if that is done. Lastly, praising him again and reward him with the appropriate reward.
As much as paper work is important in securing a job, so is the skill exhibited by the individual. This firm seems to only dwell on the individuals with papers but somewhat lacked skills as evidently brought out by Joe as he talked to a colleague. It was clear that Joe lacked paper but had lots of experience in that line. In a proper working organization, the leadership involvement and the subordinate’s performance should have a meeting point. This was highly lacked by this firm.
Works Cited
Carroll, B. (2002, December 12). Management Skills Development. Retrieved from Perfomance Development Website: http://www.performancedevelopment.com.au/Management-Skills-Development.htm
D. Whetten, K. (2011). Developing Management Skills 8th Ed. New Jersey: Pearson Education Inc.
