Individual Analysis
Individual Case Analysis
Contents
1.0 Analysis Using Motivation Theories 1 1.1 Equity Theory 1 1.2 Expectancy Theory 1 1.3 Three-need Theory…………………………………………………………………………… 2
2.0 Criticisms of the Management Functions 3
3.0 Main Problems Defined 4
4.0 References 5
5.0 Appendices 6 5.1 Appendix 1: SWOT Analysis 6 5.2 Appendix 2: Equity Theory Table……………………………………………………………..7
1.0 Analysis Using Motivation Theories
1.1 Equity Theory
According to Robbins, Bergman, Stagg and Coulter (2003) equity theory was developed by J.Stacey Adam. Campebell, Dunnette and Miller (1969) states the purpose of this theory is aim at employees’ assimilation from a job situation. Kaplan, Reckers and Reynolds (1986) notes these are outcomes, in relation to the efforts they put in, inputs, and then compare with others.
In the case, Lisa compares her input-outcome ratio with Leanne, which seems imbalance and unfair. Lisa feels jealous as Steve decided to go again her suggestion to hand over half of her workload to the youngest team member, Leanne. She also sees that Leanne became more dominant. Lisa was treated unfairly by two other members putting the blames at her who forced Steve to reprimand her. The distraught Lisa’s thinking was to give other members of the team who has more experience to take over some of her work rather than Leanne. In the end Lisa lodged a compensation claim for her nervous breakdown cased by Leanne.
Also stated by Robbins, Bergman, Stagg and Coulter (2003), employees’ motivation is influenced by rewards. Base on the above-mentioned, Steve should use the equity method in treatments of staff. Therefore, whenever an employee assess their own equity and perceive inequity, he or she will act to correct the situation rather than lack of motivation.
Please refer to 5.2 Appendix 2 for table showing equity theory.
2. Expectancy Theory
According to Montana and Charnov (2000), expectancy theory shows that rewards could
Contents
1.0 Analysis Using Motivation Theories 1 1.1 Equity Theory 1 1.2 Expectancy Theory 1 1.3 Three-need Theory…………………………………………………………………………… 2
2.0 Criticisms of the Management Functions 3
3.0 Main Problems Defined 4
4.0 References 5
5.0 Appendices 6 5.1 Appendix 1: SWOT Analysis 6 5.2 Appendix 2: Equity Theory Table……………………………………………………………..7
1.0 Analysis Using Motivation Theories
1.1 Equity Theory
According to Robbins, Bergman, Stagg and Coulter (2003) equity theory was developed by J.Stacey Adam. Campebell, Dunnette and Miller (1969) states the purpose of this theory is aim at employees’ assimilation from a job situation. Kaplan, Reckers and Reynolds (1986) notes these are outcomes, in relation to the efforts they put in, inputs, and then compare with others.
In the case, Lisa compares her input-outcome ratio with Leanne, which seems imbalance and unfair. Lisa feels jealous as Steve decided to go again her suggestion to hand over half of her workload to the youngest team member, Leanne. She also sees that Leanne became more dominant. Lisa was treated unfairly by two other members putting the blames at her who forced Steve to reprimand her. The distraught Lisa’s thinking was to give other members of the team who has more experience to take over some of her work rather than Leanne. In the end Lisa lodged a compensation claim for her nervous breakdown cased by Leanne.
Also stated by Robbins, Bergman, Stagg and Coulter (2003), employees’ motivation is influenced by rewards. Base on the above-mentioned, Steve should use the equity method in treatments of staff. Therefore, whenever an employee assess their own equity and perceive inequity, he or she will act to correct the situation rather than lack of motivation.
Please refer to 5.2 Appendix 2 for table showing equity theory.
2. Expectancy Theory
According to Montana and Charnov (2000), expectancy theory shows that rewards could
References: 2. Expectancy Theory According to Montana and Charnov (2000), expectancy theory shows that rewards could motivate employees to increase their efforts 3. Three-need Theory McClelland (as quoted by anonymous, 2008) states an employee’s motivation and effectiveness are influenced by the following: Need for Achievement – McClelland (quoted by Pattanyak, 2006) notes motivation that influences employees to direct his or her behaviour towards attaining goals. Need for Power – McClelland (quoted by Pattanyak, 2006) notes that people at a high position would want the power to control other people for their own goals. According to Ved (2005) there are: Social – controls the company’s movement, and 2. Appendix 2: Equity Theory Table by Robbins, Bergman, Stagg and Coulter (2003) Perceived ratio comparison Employee’s assessment