Introduction
The present world dictates the fast pace of technological and scientific development. Therefore, change is an inevitable part of any business, which strives to remain competitive and profitable. While some companies use change to adapt to the evolving environment, others transform to affect it. However, the most constant type of change is internal, as multiple processes happen within the company. The case of CapraTek is an example of how confusing the sudden change can be to the rest of the employees. Hence, the paper identifies key issues with the given labor shortage in the motivational team and how to prevent and resolve it. In addition, the paper uses Maslow’s theory on the hierarchy of human needs and Herzberg’s Two-Factor theory to create a change management strategy that addresses the confusion in the team.
After motivational program manager, Britney Cole received a promotion, the motivational team had no substitution for her, and the amount of work that she performed now has to be divided between managers Pat Millett and Robert Lowery. However, this manager did not receive any guidance or recommendations on dividing the new scope of activities. In addition, they report that such an amount of work is too much for them. Therefore, the change implemented in CapraTek was not executed right, and the change management approach needs to be reviewed.
Maslow’s Theory on the Hierarchy of Human Needs
Self- actualization was the foundation of Maslow’s theory on the hierarchy of human needs. It states that individuals should attend to lower needs before higher needs emerge. In the hierarchy, psychological needs are the primary (Hopper, 2019). Maslow noted that there were endless contributors to psychological needs and gave an example of physical homeostasis stating food as his primary example. He argues that if one is starving or near starving, they are primarily defined by hunger (Hopper, 2019). Essentially an individual who is starving will eschew all other higher needs like love and a sense of belonging to satisfy their need for nourishment. After physiological needs are attained, the next is the need for safety (Hopper, 2019). After provided individual gains a continuous food supply; he will seek physical protection.
For this reason, affluent adults within an organized society have few safety needs under typical conditions. Safety needs include a desire for a savings account, mental health, and steady jobs. Next in the hierarchy are love needs such as friendship, partner, and family love (Hopper, 2019). It includes the craving to be accepted by peers. Maslow argues that for an individual to be in a position to fulfilling love needs, they should be ready to give and receive (Hopper, 2019). The inability to satisfy the need for love is the genesis of modern psychopathology. Lastly, an individual should fulfill their cognitive needs, which are intellectual fulfillment and knowledge. In this category, he identified two needs: one is deficiency cognition, and the second is cognition. The individuals in the first category tend to focus on what they lack and seek ways to find it. The individuals in the second category are self-actualized. They tend to focus on values, simplicity, justice, goals, and harmony.
Herzberg’s Two-Factor Theory
Herzberg’s Two-Factor Theory, or the Motivation-Hygiene theory by Frederick Herzberg, is related to Maslow’s theory of the hierarchy of needs. It provides the insight that only two factors should be considered for satisfaction. Besides, Herzberg’s Two-Factor theory offers insight into how managers can motivate employees. The findings of the theory indicate that the future of a job is directly related to job satisfaction. The theory provides that there are hygiene factors in a company that promotes job dissatisfaction, including the company, policies, management, status, job security, personal life, interpersonal relations, and salary. For the satisfaction level of the employees to be high, the management needs to take control of all the hygiene factors identified. Unfortunately, there are factors that the management cannot control, like personal life or interpersonal relationships.
Herzberg’s Two-Factor theory offers an insight that, in a workplace, there are factors that are responsible for job satisfaction (Motivational Factors) while others account for job dissatisfaction (hygiene factors). Motivational factors make sure that employees are motivated at the workplace. They ensure that the performance of the employees keeps improving. Some of the motivational factors that lead to job satisfaction include the nature of the job, recognition of one’s contribution, a sense of importance, and inclusion in decision-making (Waddell et al., 2019). When people do the work that they are passionate about doing, they feel satisfied, and their performance is excellent. People achieve satisfaction in their job when they know that their performance and contributions are recognized by the management (Chiat & Panatik, 2019). This is done by rewarding the workers and offering promotions in many cases. In addition, when the employees are involved in the decision-making process, they feel like a part of a company and realize that their ideas are taken into consideration. It is a strategy that boosts the confidence and self-esteem of the workers and makes them feel more satisfied in the workplace.
Therefore, Herzberg’s Two-Factor theory offers insight that to increase employee satisfaction, two approaches can be adopted. First, the management should work to eliminate all the factors of dissatisfaction or hygiene factors. Hence, the management should fix the obstructing policies in a company, offer supportive and effective supervision, improve the relationship with the employees, and makes sure that the salary is fair to the employees. Secondly, Herzberg’s Two-Factor theory offers insight that the management should establish and create conditions for job satisfaction or ensure job enrichment (Errida & Lotfi, 2021). It can be done by recognizing the contribution of workers and offering them opportunities to achieve more, offering responsibility to every employee, and offering employees a chance to advance in the company.
It is known that the most valuable asset of any organization is its employees. Therefore, CapraTek can apply the two-factor theory to ensure the smooth transition of the motivational team after Britney’s departure. The remaining managers, Pat and Robert, are overwhelmed with uncertainty and the pressure that is put on them. The company must ensure that its employees are secure and feel valued. With the changes in motivational teams, new strategies and objectives should be developed to meet the current capabilities of the division (Clegg, Pitsis & Mount, 2021). Execution of old projects and resolution of employee dissatisfaction should be prioritized. Managers Pat and Robert should be praised and regarded for completing the tasks in a stressful environment.
According to Maslow’s theory of the hierarchy of needs, the labor shortage in CapraTek can be regulated on multiple levels. The motivation strategy would involve areas of compensation, recognition, achievement, and advancement. One of the fundamental needs that need to be met by the strategy is the need for safety. Managers Pat and Robert should be secure about their future in the company as their financial well-being depends on that. The uncertain situation where employees do not know the scope of work that they need to do and how it will affect them in the case prior objectives are not met makes them feel stressed and in danger. Therefore, upper management should communicate with them and explain that they understand the situation and apologize for the convenience brought about by the change.
Secondly, managers should be positively motivated to keep working and performing their best. Overcoming challenges at work can fulfill their need for self-actualization and recognition as their effort can demonstrate their capabilities as professionals and leadership qualities. Therefore, the company should develop a compensation program that would praise the achievement of key objectives selected by upper management. Prioritization of tasks should be discussed, and managers Pat and Robert should be empowered to make their own decisions in this situation. This will make them know that the company respects and recognizes their talent and skills.
Conclusion
Finally, the situation at CapraTek is an example of the phrase: ‘Change often causes conflict”. The labor shortage and structural changes that happened in the motivational team can cause several conflicts. One of them is caused by a lack of guidance on which one of the two remaining managers will take a leading position. This is because manager Britney that was promoted was in charge and aware of many internal tasks and processes. Pat and Robert were only partially aware of such aspects; hence, neither of them could undertake Britney’s responsibilities completely. Therefore, the conflict can be avoided by a session of consultations with a board of managers, including Pat, Robert, and Britney, where the responsibilities between managers would be fairly divided, and Pat and Robert would be empowered in their positions.
References
Chiat, L. C., & Panatik, S. A. (2019). Perceptions of employee turnover intention by Herzberg’s motivation-hygiene theory: A systematic literature review. Journal of Research in Psychology, 1(2), 10-15.
Clegg, S. R., Pitsis, T. S., & Mount, M. (2021). Managing and organizations: An introduction to theory and practice. Sage.
Errida, A., & Lotfi, B. (2021). The determinants of organizational change management success: Literature review and case study. International Journal of Engineering Business Management, 13, 18479790211016273.
Hopper, E. (2019). Maslow’s hierarchy of needs explained. Viitattu, 12.
Waddell, D., Creed, A., Cummings, T. G., & Worley, C. G. (2019). Organisational change: Development and transformation. Cengage AU.