The given case study illustrates how highly enthusiastic employees can lose motivation under management that does not praise creativity. Rohit, after joining Apex Computers found himself in a situation where his boss Aparna does not show any interest in the opinions of her subordinates. Initially, Rohit was working for Suresh, who would reward every attempt and innovative solution. He would also allow mistakes to occur without severe punishment. In the end, Rohit loses all of his motivation due to the lack of self-expression.
Discussion
The case study demonstrates a motivation loss of Rohit who used to be highly enthusiastic and energetic. The absence of positive reinforcement led to his discouragement and decreased performance (Giancola 30). Suresh was highly positive in terms of letting the subordinates come up with their ideas and solutions for the problems. Although both Suresh and Aparna were completely disengaged from their employees’ activities, they possessed different attitudes towards giving feedback. Suresh gave constant input in terms of appraisals and recognition, whereas Aparna was simply disinterested in her subordinates. She did not provide them a creative playground, but only correct answers to the issues.
In the process of using intangible incentives, it is necessary to use, first of all, recognition of the merits of employees. It stimulates everyone and always aids the management when no resources are available for material rewards (Chlpeková et al. 26). Therefore, companies, such as Zen, often have the practice of awarding the best workers of labor. However, it must be remembered that this practice should apply to all levels, and the excellent work of a department employee should not go unnoticed (Chlpeková et al. 41). Another approach that effectively motivates employees is the introduction of a floating ward-to-office schedule to and from the office or flexible working hours. In addition, advanced training courses can develop personal and business skills and strengthen motivation (Chlpeková et al. 38). This is made to directly satisfy Maslow’s self-actualization need, which is located at the top of the pyramid of necessities.
Furthermore, people with the need for self-development, such as Rohit, must be prepared in advance for taking managerial positions. The requirement for success is satisfied by the process of bringing work to a fulfilling conclusion (Chlpeková et al. 35). Such people risk moderately, like to take personal responsibility for finding a solution to a problem. Therefore, it is necessary to motivate these people by giving them tasks with a moderate degree of risk or the possibility of failure. The bosses can also delegate to them sufficient powers, and encourage them regularly and specifically by the results achieved.
Key Concepts
The key terms of the given case study are team motivation and achievement recognition. Team motivation and environment play an essential role in determining the overall team effectiveness. However, achievement recognition is important for individual motivation because a person cannot be constantly energetic and enthusiastic for an activity without regular rewards in the form of appraisals (Giancola 29). In addition, the case study shows how the most engaged employees can lose interest in their jobs due to the incorrect management style. It is critical to allow the subordinates to learn through their mistakes and creativity.
Answer 1
The main reason for Rohit’s disillusionment was his expectation that his new boss would be similar to the previous one. According to Maslow’s Hierarchy of Needs, Suresh was providing Rohit with basic needs, psychological needs, and self-fulfillment needs (Bland and DeRobertis 4). The entire pyramid of human motivational requirements was met under the management of Suresh. However, Rohit under the governance of Aparna could not satisfy his needs for esteem and self-actualization. He was highly unmotivated, although the payment was significantly higher and working conditions were far better. In addition, the case study does not inform on Rohit’s family and friends, but it is clear that his needs for belongingness and love at the workplace are not satisfied too. The main reason is that all of the subordinates were unmotivated and disinterested in their jobs due to Aparna’s management style.
Answer 2
To solve the lack of motivation problem, Rohit should satisfy his needs in other available ways. For instance, he can self-actualize himself by setting long-term goals for international projects, where he can get an opportunity to travel to the USA. It can result in the relocation within the company, which will change Rohit’s current team and boss. A team leader can motivate subordinates by offering them autonomy at the job and allowing them to learn from their mistakes (Giancola 27). According to Two-Factor Theory, the motivators are achievement, recognition, work, responsibility, advancement, and growth (Bland and DeRobertis 5). Although Rohit cannot derive his motivation from success and recognition, there are still available sources for enthusiastic behavior, such as advancement and growth. According to Alderfer’s ERG Theory, Maslow’s Pyramid can be divided into existence, relatedness, and growth needs (Bland and DeRobertis 7). A team leader can also satisfy the growth needs of his/her subordinates by showing them the methods of the correct solutions and allowing them to test these ideas.
When solving the problems of effective stimulation of young workers, it is necessary to take into account certain features. Usually, young people do not imagine the development of their careers, with rare exceptions, they are energetic and often do not think about any motivational issues (Chlpeková et al. 45). The opportunities in various fields and the system of rotation within the company are examples of outstanding solutions for Rohit’s case. To preserve the young employee’s enthusiasm and motivation, the incentive for personal growth must be provided. The main reason is that it is the highest and most essential Maslow’s need of any person.
For young professionals, it should be noted that this category of people is ambitious and aimed primarily at moving up the career ladder. They have a great deal of need for independence, the desire to try their strength, and to manage projects with full responsibility for the result (Chlpeková et al. 17). Therefore, the delegation of serious tasks, involvement in decision making, responsibility for a whole block of functions, recognition of the result obtained at the management level will serve as a significant motivating factor for further activities.
Conclusion
It is important to note that the given case study represents the problems of motivation among subordinates, which is highly important for both managers and employees. The organization’s motivation system must be constantly improved since changes in the external environment lead to intra-organizational changes. In turn, intra-organizational alterations, in combination with shifts in the external environment, can cause an improvement in the motivation of employees. In addition, with time and with age, the needs of people tend to change, which is why Rohit is more ambitious and energetic. The content of the motivation system in a particular organization depends on its leader, who must skillfully combine material and non-material incentive methods. He/she also needs to take into account the motivation theories, such as Maslow’s Hierarchy of Needs and Two-Factor Theory.
Works Cited
Bland, Andrew M., and Eugene M. DeRobertis. “Maslow’s Unacknowledged Contributions to Developmental Psychology.” Journal of Humanistic Psychology, vol. 1, no. 1, 2017, pp. 2-8.
Chlpeková, Andrea, et al. “Enhancing the Effectiveness of Problem-Solving Processes Through Employee Motivation and Involvement.” International Journal of Engineering Business Management, vol. 2, no. 5, 2014, pp. 13-47.
Giancola, Frank L. “Should HR Professionals Devote More Time to Intrinsic Rewards?” Compensation & Benefits Review, vol. 46, no. 1, 2014, pp. 25-31.