Principles of Management HR Case Study

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Management-HR

Drawing from Maslow's hierarchy of needs, Shank's old boss failed to fulfill the needs of both esteem and belonging. Belonging is related to making sure employees are comfortable and feel that they are part of the team or group. Although esteem is making employees feel a sense of accomplishment. Shank has described the former boss as being non-motivating, having no relationship with employees and having told employees that they are just a number in the organization. During the tenure of the former boss, motivating employees was not a prime factor. The former boss ran the company on the bottom line of getting things done, making profit, efficiently and effectively. If things were not done in the right manner, the boss would replace the employees. Since the boss is operating at a twofold level of the Maslow's hierarchy of needs (security and physiology), its top priority must be to motivate its employees continuously to achieve the top three needs. In this context, if Shank's old boss had practiced a better behavior style and leadership style such as employee-centered behavior and consideration behavior, the boss could have met the missing needs. Therefore, if the current boss begins to do this, there will be a tremendous increase in attitudes and productivity from employees and an overall success of the company.

Explain why the needs have not been met?

From the case study, Shanks cites that the people who own the organization are just some unknown persons: some people might not even know their names. Such a negative statement suggests that Shanks felt that she was not important in the company: she was a mere statistic to the CEO. In addition, she felt that the job was a routine and narrow: this projects that she saw her job as boring and monotonous. This leads her to complete her job below the minimum standard accepted and failed to maximize her potential and her highest degree of functioning. This is because the job failed to provide any stimulation or challenges.

What could be done to meet these missing needs?

The boss could motivate and make the employees feel valued by taking their ideas and considerations. This would make employees feel that they are an important part of the entire operations. Concerning self-esteem, Shank said that she did not receive a sense of recognition, achievement, and appreciation for her works, which are vital self-esteem needs according to Maslow's theory. In order to change this, the company should keep offering compliments and appreciation for good work done. Rewarding and recognizing good performance will meet employees' with self-esteem needs and they will be highly motivated to perform better for the company.

Q2.

Companies should know that as they address the concern of the underpayment, the equity theories deals with the concern only in part. According to the equity theory, "people are motivated to seek social equity in the rewards they receive for performance.

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" It deals with contrasting and comparing an employee's job rewards and performance to those of other employees. On the other hand, the expectancy theory demonstrates that motivation depends on how much we want something and the prospect of getting it. Since Flight 001 associates feel underpaid, the motivation area stems from within the company, employees, and the managers. Concerning employee motivation, in case associates feel that their performance or effort warrants an increase in salary, they tend to be more motivated and complete their tasks more efficiently and effectively. Conversely, if associates feel that their performance and efforts are of no effect, they tend to lose motivation and begin to do their tasks less efficiently and effectively than they did before leading to reduced productivity.

As few associates at Flight 001 pointed out, working at the company makes them feel as part of the team. In this case, they matter and can reach new potential and growth, which gives them boost for motivation. Therefore, this motivation begins with the managers. If an associate of Flight 001 feels that he/she is being underpaid, their motivation is determined by the work environment and workflow, established by the company and managers. This means that the behavior and style that the managers perform or establish sets the tone of how the associates will be motivated. Is the boss practicing the behavior of employee-centered, job-centered, consideration behavior, or initiating structure? Looking at behavior centered and employee centered styles, they focus on establishing friendly and warm environment, providing a good work environment and ensuring employee satisfaction. If bosses practice these leadership behaviors or styles, it is expected that those Flight 001 associates will be motivated to perform better although they will want a rise in pay.

Q3.

Within Flight 001, the most evident hygiene factors being met are Interpersonal Relations, Working Conditions, and Supervisors. After watching the video several times, I noticed that employees hold discussions about interpersonal relations between managers, employees, and storeowners. Employees have a direct access to their bosses. In case they need, they can talk to them directly and acquire direct feedback about their performance as employees and regarding Flight 001. In addition, associates have shown that the working conditions of Flight 001 are excellent in terms of making associates feel they are a part of the team, are important, valued, and can grow within the company. From the employees' statements, the working conditions are clean, safe, and hygienic. The company has achieved this through appropriate maintenance of work equipment and the managers getting involved in store operations, which enables them to identify required adjustments and shortages. The statements indicate that the company recognizes and appreciates employees and their efforts and the participation of the business owners suggest that….....

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