A Case Study Individual

Assignment II

Course Title: Organizational Behavior

Course Code: MBA 642

Credit hours: 2

Reviewed By: Nathanael Melesse (MBA Weekend Program)

Submitted to: Aschalew Mulugeta (aschalew.mulugeta@ddu.edu.et)

Due date: October 17th, 2020.

 Case Study II for the course OB (642)

Case Study 2

Employee Motivation – A Short Case Study

Last November, I joined the CVS Caremark project at Bishoftu in Oromia Region, Ethiopia after
a successful stint at TCS’ Jigjiga office, where I had worked as a trainee. I had always wanted to
go back to Adiss Ababa - my hometown - and live with my parents and when I got a transfer to
Bishoftu which is just a few miles away. I didn’t waste a single moment in saying yes to the
opportunity. Many of my friends were also moving out from Jigjiga at the same time which only
made my decision easier. I felt that the Caremark project offered better career prospects, as it was
a new project and we were offered to work on the current technologies that were in demand in the
market.

I was sure I would excel in my new position at Caremark, just as I had done in my previous
assignment. I joined as Assistant Systems Engineer on the Caremark project with a handsome pay
hike for becoming a confirmed employee of the company. Since Caremark had international
operations, there was a chance that I could be sent to USA or the UK to work on projects there.
Knowing that this would give me a lot of exposure, besides looking good on my resume, I was
quite excited about the new job. I joined my boss, Yared five-member team in charge of the
Caremark project out of TCS’ office in Bishoftu. I had met Yared during the interview sessions,
and was looking forward to working under him. My team members seemed warm and friendly,
and comfortable with their work. I introduced myself to the team members and got to know more
about each of them. Wanting to know more about my boss, I casually asked Ahmed, one of the
team members, about Yared. Ahmed said, "Yared does not interfere with our work. In fact, you
could even say that he tries to ignore us as much as he can." I was surprised by the comment but
decided that Yared was probably leaving them alone to do their work without any guidance, in
order to allow them to realize their full potential.
At TCS’s office in Jigjiga, I worked for Biftu – someone I looked up to as a mentor. She was
always guiding but never interfering. Biftu had let me make my own mistakes and then learn from
them. She had always encouraged individual ideas, and let her team discover the flaws, if any,
through discussion and experience. She rarely held an individual member of her team responsible
if the team as a whole failed to deliver - for her the responsibility for any failure was collective. I
remembered telling my colleagues in Jigjiga that the ideal boss would be someone who did not
interfere with his/her subordinate's work. I wanted to believe that my new boss, Yared, was the
non-interfering type. If that was the case then surely his non-interference would only help me to
grow.

In my first week at work, I found the atmosphere at the office a bit dull. However, I was quite
excited nonetheless. The team had been assigned a new project and was facing a few glitches with
the new software. I thought about the problem till late in the night and had come up with several
possible solutions. I could not wait to discuss them with the team and Yared. I smiled to myself

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 Case Study II for the course OB (642)

when I thought of how Yared would react when I told him that I had come up with several possible
solutions to the problem. I was sure he would be happy with me having put in so much effort into
the project, right from day one. I was daydreaming about all the praise that I was going to get when
Yared walked into the office. I waited for him to go into his workplace, and after five minutes,
requested a meeting with him. He asked me to come in after ten minutes. When I went in, he
looked at me blankly and asked, "Yes?" Not sure whether he had recognized me, I introduced
myself. He said, "Ok, but why do you want to meet me?" I started to tell him about the problems
we were having with the software. But before I could finish he told me that he was busy with other
things, and that he would send an email with the solution to all the members of the team by the
end of the day, and that we could then implement it immediately.

I was somewhat taken aback. Ever the optimist, I thought that he had perhaps already discussed
the matter with the team. I left Yared’s office and went straight to where my team members sat. I
thought it would still be nice to bounce ideas off them and also to see what solutions others might
come up with. I told them of all the solutions I had in mind. I waited for the others to come up with
their suggestions but not one of them spoke up. I was surprised, and asked them point-blank why
they were so disinterested.

Feven, one of the team members, said, "What is the point in our discussing these things? Yared is
not going to have time to listen to us or discuss anything. He will just give us the solution he thinks
is the best, and we will just do what he tells us to do; why waste everyone's time?" I felt my heart
sink. Was this the way things worked over here? However, I refused to lose heart and thought that
maybe, I could change things a little. But as the days went by, I realized that Yared was the
complete opposite of my old boss. While he was efficient at what he did and extremely intelligent,
he had neither the time nor the inclination to groom his subordinates. His solutions to problems
were always correct, but he was not willing to discuss or debate the merits of any other ideas that
his team might have. He did not hold the team down to their deadlines nor did he ever interfere. In
fact, he rarely said anything at all! If work did not get finished on time, he would just blame the
team, and totally disassociate himself from them.
Time and again, I found myself thinking of Biftu - my old boss - and of how she had been such a
positive influence. Yared, on the other hand, even without actively doing anything, had managed
to significantly lower my motivation. I gradually began to lose interest in the work - it had become
too mechanical for my taste. I didn't really need to think; my boss had all the answers. I was
learning nothing new, and felt my career was going nowhere. As I became more and more
discouraged, my performance suffered. From being someone with immense promise and potential,
I was now in danger of becoming just another mediocre ‘techie’.

Nathanael Melesse, MBA Weekend Program 3

 Case Study II for the course OB (642)

Discussion Questions
1. WHAT, ACCORDING TO YOU , WERE THE REASONS FOR YARED ’S DISILLUSIONMENT ?
ANSWER THE QUESTION USING MASLOW'S HIERARCHY OF NEEDS AND HERTZBERG’S
MOTIVATION HYGIENE THEORY.
If we evaluate the case according to the Maslow’s Hierarchy of needs, in the CVS Caremark
project almost everyone has probably achieved to certain level the first three basic needs of
physiological, safety, belongingness to some extent. But Yared is not giving the team members
the full feeling of belongingness. Because the feeling of belongingness gets nurtured when each
member hears out and is fully involved in team activities but Yared’s remoteness as the leader is
a big hindrance.

The pursuit of the fourth, need of esteem, becomes vital when other basic needs are met by and
large, which I presume Yared is not letting the members of the team have. Security and safety are
all relative and level can and will vary from person to person.

The quest of achievement, respect from others is dented because Yared does not respond to
suggestions, ideas and is cut off (seemingly) for others views as team member. The owner of the
story has joined this firm for growth in horizon, knowledge and varied experience. His previous
boss Biftu was a different type of team leader and his new boss, Yared, is different-chalk from
cheese.

All the above comments are in context to hierarchy of needs

The Hierarchy of Needs is as follows in a business environment (fifth need of self-actualization is

left out in the present case study as it seems to be far away as deduced from case study):

1. Physiological Needs (Primary issues of survival in job market e.g. salary and stability of
employment)

2. Security Needs (classified as stable physical and emotional environment issues namely
benefits, pension, safe work environment, and fair work practices and ethical workplace)

3. Belongingness Needs (social acceptance issues such as friendship or cooperation on the job,
respected member of a team) Lack of response by team Leader Yared blows holes in the

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 Case Study II for the course OB (642)

achievement of this important need as analyzed from the owner of the Case Study Story’s mental
framework.

4. Esteem needs (positive self-image and respect and recognition issues such as job titles, nice
work spaces, and prestigious job assignments.) The owner of the story changed over from his old
firm to this firm in the quest for this emotional need.

If we evaluate the case according to Hertzberg’s Motivation Hygiene Theory, we know that it was
the working environment that causes unhappiness or dissatisfaction. As per the theory, hygiene
factors, are essential to keep a reasonable level of satisfaction among employees. Such factors do
not actually result in satisfaction, but their absence causes dissatisfaction, that is why, they are
known as dissatisfiers. Secondly, motivational factors are inherent to the job, and so the increase
in these factors will lead to the rise in the satisfaction level, while the decrease does not cause
dissatisfaction in employees. And according to the case study, even though Yared, was the non-
interfering type, his lack of interest to listen to his subordinates or discuss anything has made them
dissatisfied.

The major reasons for Yared’s Disillusionment can be listed as follow

 The social need and esteem needs are the main reasons for the disillusionment
 There is very little interaction between him and the teammates
 He imposes his own ideas on the team and he does not give exposure to others to
express their ideas
 He does not Recognizes the subordinates works
 Instead of giving appreciation he blames the team for delay in performance and
separates himself from the team

Nathanael Melesse, MBA Weekend Program 5

 Case Study II for the course OB (642)

2. WHAT SHOULD YARED DO TO RESOLVE HIS SITUATION ?

Thus Yared needs to understand what is in the mind of the subordinates. He might be good at his
job and has seen earlier success and does not feel the need to change. However as a manager Yared
must persevere some space for the team work in his work which should be of acceptable standards
and within time.

If we have to point out some of the things that Yared should do

 Maintain good work environment

 Try to establish effective boss-subordinate relationship
 Should motivate subordinates by giving appreciation and rewards
 Invite ideas from team mates
 Foster achievement motivation practice

And if we consider it from the side of the owner of the story, there might be no point trying to
change Yared, but change his way of working. Then Yared will notice the results and change to
his favor. Some bosses are exactly like Yared and the way to win them is not by any confrontation
or pressure. Put up the work in proper fashion and only time and good working results can change
his mental attitude/way of working. The name of this game is patience and focused work at your
level.

And if we have to point out some of the things that he should do

 Maintain his high motivation level as he had in the previous job

 Continue to take interest and actively participate in the task assign to him and the team
 Present as much as new ideas to Yared and try to convince him to apply them in the practice
 Convince his colleagues to participate in decision making and creating new ideas even if
they get rejected by Yared
 Try to establish an effective boss-subordinate relationship for betterment of work
environment

Nathanael Melesse, MBA Weekend Program 6

 Case Study II for the course OB (642)

3. WHAT CAN A TEAM LEADER DO TO ENSURE HIGH LEVELS OF MOTIVATION AMONG

HIS/HER TEAM MEMBERS ?

Being the leader of a team is a huge responsibility, regardless of the position. As a leader, it’s the
team leader’s job to inspire and motivate the others on his team to work to the very best of their
abilities. Being an effective leader demands a number of qualities and characteristics that
encourage those around them to succeed. And in this case study, I will highlight few leadership
qualities that can help a team leader do to ensure high levels of motivation among his/her team
members.

1. Provide a Vision and Purpose

Create an inspiring vision of the future that also gives his team a purpose - something to look
forward to, and something to work towards. Make this vision achievable and realistic and work
with your team towards achieving this goal. Think of practices or services that could help make
both his and their job easier. Use personal stories and tales to explain his vision and inspire his
team members, it will make him more relatable and less of a separate entity.

2. Set Clear Goals

Set clear goals for completing a project so that his team knows what is expected of them. Ensure
that his team agrees with goals and deadlines he has set, and can identify with them on a personal
level. This way they can be motivated to work harder and achieve those goals, boosting
productivity levels in turn. Making sure that his team are in agreement and happy with goals and
deadlines he has set will help them feel more involved in their work.

3. Lead by Example

One of the most powerful motivational tactics he can use is to lead by example. Working hard,
showing professional integrity, and having a can-do attitude are all qualities that will have a
positive effect on his team members. If his team recognizes that he values the time and effort they
put into their work, and he demonstrates the same actions and values he expected from them, it
will inspire them to do the same.

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 Case Study II for the course OB (642)

4. Encourage Teamwork

Encourage members to work together as a team by stressing the importance of and the connection
between teamwork and achieving group goals. Note the fact that when people work together, work
is much easier and quicker to do. He can further motivate his team by linking performance with
team goals. Encouraging teamwork will help individual team members feel less isolated and
separate from the workplace. Employees will feel more engaged and a part of a larger community,
inspiring them to work harder and enjoy what they do.

5. Be Optimistic and Positive

Having a positive attitude and an optimist outlook, even when times are tough, can inspire team
members to adopt the same attitude and outlook and continue to work hard. Remaining positive
will show the team that it’s not the end of the world if things are going wrong, and keep them
focused on the greater picture. He can also help motivate the team by reacting positively to goal
or project completion, and to the skills and abilities that each member brings to the team. Make
them feel valued and appreciated, and the team will work harder.

6. Give Praise and Rewards

This is one of the best ways to inspire and motivate the team to work harder. When he praises one
person in front of others, it encourages them to work harder or perform better, simultaneously
motivating the others to work hard in order to be praised. When a reward is linked to performance,
people will work even harder and be more committed to their task in order to win the reward.

But sometimes we need to apply the Theory-X type of management, because of the assumption
that some people has an inherent dislike of work and will avoid if they can and resist to change of
any type and want security above all. And because of this characteristic of disliking work, people
must be controlled, directed and even threatened to put their efforts for achieving an organizational
goals. Therefore, once in a while a team leader also has to persuade, punish or reward such workers
in order to achieve goals of an organization.

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 Case Study II for the course OB (642)

7. Communicate with the Team

The team leader should be contactable at all times so that the team members can ask him questions
about a project, get his opinion, offer ideas, and give feedback. Being available for his team plays
a key role in motivating them, as it shows that he values the project and their feedback. Making
himself more available also avoids making his team members feel isolated and separate from
management. Ensuring he is always available for his team can boost productivity and improve the
quality of his work.

8. Empower Team Members

Giving the team members the power or authority to do something with complete control helps to
motivate them to complete the work. So the team leader can keep motivating his team members to
work hard and bring out the best in them by offering constructive feedback. This will result in an
empowered, happier, and more productive team.

The qualities mentioned above are essential in making an effective team leader. By developing his
leadership skills, a team leader will see his team’s performance, productivity, and morale improve
significantly. In turn, this can lead him and his company towards greater success.

4. WHAT IS THE MANAGERIAL IMPLICATION OF THIS CASE?

The primary tasks of management is to get things done through and by the people for the attainment
of the common goals of an organization. The success or failure of a business concern depends
basically upon the performance given by the people working in it. Therefore, it is necessary for
management to inspire and stimulate or encourage the people with a lead to do work for the
accomplishment of organizational objectives. In other words, it is necessary to motivate the
personnel for the attainment of predetermining objectives of the business organization. To do so,
a manager must see that his subordinates work efficiently and enthusiastically and give results that
are beneficial to the organization. Business organizational goals cannot be achieved without
subordinates’ opportunities and willingness to put their best efforts.

In the case study we have seen that despite the fact that in his first week at work, he found the
atmosphere at the office is a bit dull, he was motivated. Because he has the expectation to excel in
his new position at Caremark, since Caremark had international operations, there was a chance
that he could be sent to USA or the UK to work on projects there; and he was paid well.

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 Case Study II for the course OB (642)

And due to his past experience with Biftu, he has mad perception error and miscalculated Yared’s
non-interfering type of management. Then the lack of response from Yared, make his heart sink
and lowered his motivation. And this unquestionably affects the productivity and performance of
the individual. This has been explained in Herzberg's theory, “although hygiene issues are not the
source of satisfaction, these issues must be dealt with first to create an environment in which
employee satisfaction and motivation are even possible.” J. M. Syptak, MD, David W. Marsland, MD, and Deborah
Ulmer, PhD, Job Satisfaction: Putting Theory into Practice, Fam Pract Manag. 1999 Oct;6(9):26-30.

Generally, performance is determined by three factors, viz. ability, knowledge and motivation.
Among the three, motivation is the most important factor since it deals with human behavior. As
a manager, Yared, should know that the performance of an employee is a function of his abilities
and motivation. While there is a strong positive motivation, the employees output is increased, but
where it is negative or a weak positive motivation, performance level will be low.

A team leader can do its job effectively only through motivating people to work for the
accomplishment of organizational objectives. But according to authors like McGregor, Maslow,
Herzberg and Vroom, it is difficult to understand motivation without considering what people want
and expect from their work. And in the case study, it was evident that even though the basic needs
of the individual is somewhat fulfilled, he urged to the next hierarchy of needs. This can be
explained better by;

“The five-stage of Maslow’s Hierarchy of needs can be divided into deficiency needs and growth
needs. The first four levels are often referred to as deficiency needs (D-needs), and the top level is
known as growth or being needs (B-needs).

Deficiency needs arise due to deprivation and are said to motivate people when they are unmet.
Also, the motivation to fulfill such needs will become stronger the longer the duration they are
denied. For example, the longer a person goes without food, the hungrier they will become.

When a deficit need has been 'more or less' satisfied it will go away, and our activities become
habitually directed towards meeting the next set of needs that we have yet to satisfy. These then
become our salient needs. However, growth needs continue to be felt and may even become
stronger once they have been engaged.

Growth needs do not stem from a lack of something, but rather from a desire to grow as a person.
Once these growth needs have been reasonably satisfied, one may be able to reach the highest
level called self-actualization.” https://www.simplypsychology.org/maslow.html

Nathanael Melesse, MBA Weekend Program 10