Among the 3 expectancy theory, Giovanni is experiencing P-to-O expectancy and Outcome Valences.

Before he met Ingrid, he is Undergo P-to-O expectancy. He replied Ingrid that he is a suitable
replacement for Liz who is going for maternity leave. He is eager for the position and he also proved
that he achieved the goal that set or even outperformed it. So he expect that he will take over the
position rather than others team leader. Besides, during his meeting with Ingrid, he also believe that
he can make a great contribution as acting HR director. In this way, he would rather quote himself
close to 1 rather than 0 according to the probability.

Giovanni is undergo negative valences where the outcome oppose his fulfillment. Giovanni think that
he should be taking over Liz's position all the while especially when Ingrid request to meet him. He
shows that he could make a great contribution as acting HR director. Unfortunately, Ingrid is giving
10% increment instead of promotion to acknowledge his effort. He even question Ingrid that who will
be Liz's replacement shows that he is eager for it although he said that he appreciate for the
increment. In addition, Giovanni sat back in chair, looking rather stunned when Ingrid said they want
to look for new blood the for position. Moreover, he sent another email to Ingrid to explain the his
history and his thought. He even offer to meet  Ingrid to discuss again.

In conclusion, Giovanni is experiencing job dissatisfaction because he is undergo negative valences.

1) Career development
- In order to let Giovanni without promote him to HR director. Ingrid can discuss the career
development plan in the next few years. Instead of straight promote him become HR director, he can
be promoted become acting deputy director and slowly promote him later once his management skill
is getting better.

2) Engage, listen to feedback from employee

-  Ingrid should have another meeting session with Giovanni as Giovanni offer in the email. This will
let Giovanni feel that he is being appreciated.

3) Include your employee

- Throughout the meeting, Ingrid didn't share his thought toward Giovanni. This will let Giovanni feel
that he is being leftover from the management decision. Open ended discussion is beneficial to let
Ingrid stay.

4) Challenge employee in a balanced way.

Ingrid can offer a challenge to Giovanni to proved that he is capable become HR director. For
example, Ingrid know that Giovanni is not good his conflict management. He can challenge Giovanni
to settle the his team member issue and promote him if he able to do so. 

5) Support the psychological needs of employee

- As Giovanni mentioned in the email, he is happy with current role, but he feel that he is not being
utilised. Instead of promoting to HR director roles. He is more professional into the talent and
development role. Ingrid can started to give him more responsible toward the talent and development
line and maybe promote him become talent and development director in future.
What to do about Giovanni?
By Andrea North-Samardzic, Deakin University
Ingrid Sanders, CEO of Bathurst Bank, was dreading her next meeting. Giovanni De Marco was
not going to like the news she was about to give him. Giovanni’s manager, Liz—Bathurst Bank’s
HR director—was about to go on maternity leave. As a replacement for her had yet to be
confirmed, Ingrid had spent the past week meeting with team leaders from Liz’s department to
canvass opinions about who may be suitable to step in or, alternatively, whether they should find
an external person to cover the period of maternity leave on a short-term contract. Liz oversaw
four sizeable teams: remuneration and rewards; talent and development; the HR generalists; and
staffing and graduate recruitment. Ingrid had met with all the team leaders, including Giovanni,
who is the head of the talent and development team. When asked about a suitable replacement
for Liz could be, Giovanni replied: me. All the other team leaders, on the other hand, had a
different answer: anyone but Giovanni.
This has put Ingrid in a difficult position. Giovanni is extremely eager to be promoted and actively
seeks out any opportunity to further his career. This is by no means a slight against him as he is
a talented man who is destined for success, but it has put a few noses out of joint. The other
team leaders seem a bit worried that because he is so ambitious, if he were to become the acting
HR director, he would actively promote his talent and development team to make himself look
good rather than take a holistic view of the department. They also felt that since he has been with
Bathurst Bank for only two years, others who had been with the company longer deserved the
opportunity more. Ingrid could have avoided the situation by asking Liz to appoint her own
replacement, as is commonly done in this situation, but Ingrid thought it could be a good
opportunity to shake things up a bit.
She looked over Giovanni’s last performance appraisal, which Liz had completed only the week
before. She noted that he had achieved all the goals set out in his last annual review and
exceeded expectations in relation to some criteria. Not only had he moved most of the induction
processes online, but this initiative had also been well received and used by all new employees
at the bank. However, Liz made a few comments about the need for Giovanni to brush up on his
conflict management skills. Two of his team had a longstanding feud, and rather than try and
help to resolve the issue he kept telling them to sort it out among themselves. Another member
of the team also complained that she wasn’t being supported by Giovanni. There’s no doubt that
Giovanni is a good performer, Ingrid thought to herself, but she was unsure whether he was
ready to take on a director’s role, even on a temporary basis, especially if it meant putting the
other team leaders offside. Ingrid’s assistant called to let Ingrid know that Giovanni had arrived
for his meeting. She asked that he be let through. They shook hands and took a seat across from
each other. 
Ingrid: ‘Thanks for coming to meet me today, Giovanni. I’ve been having a look at your
performance appraisal, and I must say, I’m impressed.’ 
Giovanni: ‘Thanks, Ingrid. I’ve been working hard the past year.’
Ingrid: ‘I agree. We’ve seen some great results from your efforts, which is why I wanted to talk
with you today.’ 
Giovanni: ‘Great. Is this about Liz’s position? As I said last week, I think I could make a great
contribution as acting HR director.’
Ingrid: ‘We’ll get to that but first we need to talk about your remuneration based on your
performance appraisal. You’ve not only met all your goals but exceeded some. The one thing we
really like is your development of the new online induction program. As such, we would like to
acknowledge your efforts by offering you a 10% pay increase effective next quarter.’
Giovanni: ‘Wow! Well, thank you, Ingrid. It’s greatly appreciated. I have worked hard, and I am
glad that Bathurst recognises that. So . . . have you had much thought as to who would be Liz’s
replacement?’ 
Ingrid: ‘I have given it a lot of thought and I think now is a good opportunity to get some new
blood in the HR department, which is why we will be looking externally”
Giovanni sat back in his chair, looking rather stunned. Ingrid sat and waited for him to respond.
After too many seconds of silence, Ingrid felt the need to say something. 
Ingrid: ‘I know that you wanted the position and given that many others did too, I thought it would
be most appropriate to find an outsider. You’ve done a great job this past year, which is why we
wanted to increase your salary in recognition of this. Perhaps in another year we can talk about a
promotion. I understand that this isn’t what you want to hear but there is a future here for you at
Bathurst.’
Giovanni continued to stare at Ingrid. After a short while he stood up, smiled wanly and then
extended his hand to shake Ingrid’s. 
Giovanni: ‘Well, it isn’t ideal, but I do really appreciate the pay rise. Thanks for taking the time to
talk to me personally.’
Giovanni left Ingrid’s office and Ingrid breathed a sigh of relief. It hadn’t gone as badly as she had
thought it would. She buzzed her assistant to let her next appointment in. After two more
meetings and a quick break for a sandwich, Ingrid sat down to read her emails. She noticed one
from Giovanni:
To: Ingrid Sanders
From: Giovanni De Marco
Subject: Follow-up from today’s meeting
Dear Ingrid,
I just wanted to take the time to follow up on what we spoke about earlier today. I was a bit taken
aback so didn’t express myself properly. And now I’ve also had a bit of time to think. I am very
thankful for the pay rise, so I don’t want this to come across as sounding ungrateful.
But it kind of felt that it was a token gesture for not being appointed acting HR director rather than
as an appreciation for the work I have done. I know this was probably not the intention, but I did
want to let you know how it was received. With regards to not getting the role, I accept your
reasons, but I do feel as if I have been overlooked. I may not have been at Bathurst as long as
some of the other team leaders, but I was in a similar role for five years previously and I am
looking for a change—this was something that I mentioned in my interview so it shouldn’t come
as a surprise that I have put my hand up for more responsibility. Don’t get me wrong, I love the
work I do and am very passionate about talent and development. However, I am hoping Bathurst
can accommodate these career goals because, and I am being completely honest here, I am not
sure if I can wait a year for things to change. I do like my current role, but I don’t think I am being
utilised effectively, which I am not 100% happy about. Even though I know I have made an
impact, I know I can do more. I hope we can talk further about this as I do envisage a future for
myself here at Bathurst. I would like for us to work together to find an outcome that is mutually
beneficial. I am available to meet with you at your convenience. 
Kind Regards,
Giovanni 
Ingrid read the email one more time, then leaned back in her chair and contemplated what to do
next.

1.     Using the Expectancy Theory, analyse and discuss why Giovanni may be experiencing job
dissatisfaction (10 MARKS)