As a manager, my first priority will be to understand the circumstance for declining performance of the team which could be aligned with the motivational dimension; here the situation could be easily reconciled with the equity theory of motivation, since it is vivid that due to low-performance appraisal mechanism employee with higher skills often perform below their standard, helping the passive one to get the rewards which they should not be entitled of. As the human nature, this discrepancy of input to output relative to other could be detrimental which I feel is the contemporary issue in the company(hypothetical company with low employee morale). Similarly, even if we review the scenario under Job Characteristic Mode (JCM), we can infer the job may be lacking a motivational dimension like skill variety, task identity, task significance et cetera.
Each individual is unique in their own way and as defined by (Baldwin, Bommer, & Rubin, 2013), the performance of an individual is equivalent to multiplication of Motivation, Ability, and Opportunity (M*A*O)...EQ. (i) and as governed by equity theory of motivation, the motivating force for any individual is the factor if Expectancy, Instrumentality, and Valence (E*I*V)...EQ.(ii).Having known with this, my first step will be analyzing each employee individually, it will help to understand the "Equity Sensitivity” of individuals so that I can customize the benefit as extrinsic or intrinsic. For those who score high, financial benefits, status, perks, and incentives will be lauded whereas those who score low will be valued higher in the organization with distinctive recognition.
Let's analyze the current scenario of sales representative through the above-mentioned equation (i), the employees performing below the expected level has the lower level of motivation and these could be due to their lack of ability on one hand whereas they might be missing the opportunity to thrive due to the passiveness of the previous manager(management) also. Similarly, those qualified may have motivation and ability but may also lack the opportunity to thrive. So, as well said, the success and the failure of the employee and organization is in the hand of manager, it is unequivocally imperative that manager should be smart and intelligent with higher level of emotional intelligence.
It is equally important that the motive or inducement has to be created in the employee so that they can experience; explicitly or impliedly the valence or the value of their deeds. So, I as a manager will be playing a critical role in linking the two states of Eq. (i) and eq. (ii), aligning the value of the work to the employee as per their expectation so that win-win situation will be crafted in the organization as well as for employees. Instrumentalization should be done as per the ability of the workers. For instance, some employees, as per Theory "X” are more shy and passive and needs constant guidance whereas as per Theory "Y” they are self- managed, has higher need for advancement and power (The Eonomist , 2008), for "X” category, the manager or I will be performing coaching and navigating role while for "Y”, I will incorporate interpreting role as aligned with the leader roles models stated by (Hawkins & Mothersbaugh, 2010).
Now, being specific to the strategies after completing the above scrutiny, I believe I have to revise, perform and learn from various implementations. After appraising the performance, their individual motives, their strength, commitments we could infer their inclination for affiliation, power or advancement, I will review the contemporary work and reward relationship; my focusing will be in creating a link between productivity and rewards through inclusion incentives, perks, recognition. Human resources are most effective and efficient resources capable to handle so its knowledge-based should be updated along with the recent trends in the market; I will be capitalizing on training and developments of staffs and managers. Similarly, a free and open communication is also a lifeline for positive motivation, periodical official meeting will be scheduled to know each employee state of wellbeing at the work. A manager can't conclude all work on his own, he has to trust and believe his employees so delegation and often is required decentralization of the work. Here benefits will be linked to the achievement of SMART goals which are constantly monitored and appropriate feedback mechanism will be in place so that they learn from their mistakes.
Definitely, I believe there could be some decision traps also, it could be from the managerial side or also from the employee dimensions. Sometimes managers often forget the importance of evidence-based decision making and go into the hasty generalization. He may negatively infer the actual problem and work on the periphery. Similarly, some time management sets a low level of goals to be achieved by the employee, these create the habit in employee to satiate in less which is against the "goal setting theory”. And often due to the attraction towards incentives, inter-employee competition starts making employee myopic for own performance rather than focusing on organization goal.
A very precise caution has to be maintained will understanding the dynamic of organization since it's heterogeneous combination has its own uniqueness, each employee is different in their own way and it could be a challenge to change the aged run legacy. It has to be handled with care and caution because ethics and corporate governance also play unequivocally an important role in managerial decision making. And without any purpose, the manager may find himself in trouble due to his unethical approach of doing business as did my president Trump in his speech mentioning poor countries as "Shithole”.
Each individual is unique in their own way and as defined by (Baldwin, Bommer, & Rubin, 2013), the performance of an individual is equivalent to multiplication of Motivation, Ability, and Opportunity (M*A*O)...EQ. (i) and as governed by equity theory of motivation, the motivating force for any individual is the factor if Expectancy, Instrumentality, and Valence (E*I*V)...EQ.(ii).Having known with this, my first step will be analyzing each employee individually, it will help to understand the "Equity Sensitivity” of individuals so that I can customize the benefit as extrinsic or intrinsic. For those who score high, financial benefits, status, perks, and incentives will be lauded whereas those who score low will be valued higher in the organization with distinctive recognition.
Let's analyze the current scenario of sales representative through the above-mentioned equation (i), the employees performing below the expected level has the lower level of motivation and these could be due to their lack of ability on one hand whereas they might be missing the opportunity to thrive due to the passiveness of the previous manager(management) also. Similarly, those qualified may have motivation and ability but may also lack the opportunity to thrive. So, as well said, the success and the failure of the employee and organization is in the hand of manager, it is unequivocally imperative that manager should be smart and intelligent with higher level of emotional intelligence.
It is equally important that the motive or inducement has to be created in the employee so that they can experience; explicitly or impliedly the valence or the value of their deeds. So, I as a manager will be playing a critical role in linking the two states of Eq. (i) and eq. (ii), aligning the value of the work to the employee as per their expectation so that win-win situation will be crafted in the organization as well as for employees. Instrumentalization should be done as per the ability of the workers. For instance, some employees, as per Theory "X” are more shy and passive and needs constant guidance whereas as per Theory "Y” they are self- managed, has higher need for advancement and power (The Eonomist , 2008), for "X” category, the manager or I will be performing coaching and navigating role while for "Y”, I will incorporate interpreting role as aligned with the leader roles models stated by (Hawkins & Mothersbaugh, 2010).
Now, being specific to the strategies after completing the above scrutiny, I believe I have to revise, perform and learn from various implementations. After appraising the performance, their individual motives, their strength, commitments we could infer their inclination for affiliation, power or advancement, I will review the contemporary work and reward relationship; my focusing will be in creating a link between productivity and rewards through inclusion incentives, perks, recognition. Human resources are most effective and efficient resources capable to handle so its knowledge-based should be updated along with the recent trends in the market; I will be capitalizing on training and developments of staffs and managers. Similarly, a free and open communication is also a lifeline for positive motivation, periodical official meeting will be scheduled to know each employee state of wellbeing at the work. A manager can't conclude all work on his own, he has to trust and believe his employees so delegation and often is required decentralization of the work. Here benefits will be linked to the achievement of SMART goals which are constantly monitored and appropriate feedback mechanism will be in place so that they learn from their mistakes.
Definitely, I believe there could be some decision traps also, it could be from the managerial side or also from the employee dimensions. Sometimes managers often forget the importance of evidence-based decision making and go into the hasty generalization. He may negatively infer the actual problem and work on the periphery. Similarly, some time management sets a low level of goals to be achieved by the employee, these create the habit in employee to satiate in less which is against the "goal setting theory”. And often due to the attraction towards incentives, inter-employee competition starts making employee myopic for own performance rather than focusing on organization goal.
A very precise caution has to be maintained will understanding the dynamic of organization since it's heterogeneous combination has its own uniqueness, each employee is different in their own way and it could be a challenge to change the aged run legacy. It has to be handled with care and caution because ethics and corporate governance also play unequivocally an important role in managerial decision making. And without any purpose, the manager may find himself in trouble due to his unethical approach of doing business as did my president Trump in his speech mentioning poor countries as "Shithole”.
Bibliography
Baldwin, T. T., Bommer, W. H., & Rubin, S. R. (2013). Managing Organizational Behavior: What Great Managers Know and Do. New York: McGraw-Hill.
Hawkins, D. I., & Mothersbaugh, D. L. (2010). Consumer Behavior: Building Marketing Strategy. Irwin: McGraw-Hill.
The Eonomist. (2008, October 6). Theories X and Y. Retrieved January 23, 2018, from www.economist.com: http://www.economist.com/node/12370445
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