TERM PAPER ON

“MANAGING MOTIVATION IN A DIFFICULT ECONOMY”

EMIS-512: Organizational Behavior (Spring 2021)

S UB MIT T ED BY:

JO H A NA SH AR MI N ( 6 19 41 34 01 0)
MA IS H A A N Z U M ( 6 194 23 50 5 3)
SA M SU N NA H A R E T I ( 6 19 42 35 03 8)
S R IJA N SAJID ( 61 941 3 40 55 )
S H A DMA N S H A H RI A R E A H A ME D ( 6 19 41 34 0 36 )
LEARNING GOALS
• How motivational programs can reengineer and affect a troubled company’s workforce.
• Being an executive member or part of HR team, the responsibility emphasizes on the:

Judgement and decision making

capability

Rethinking the potency of future

motivational strategies

Judging the current strategies

Thorough evaluation of survey

data

• Morgan-Moe case study is the perfect example of understanding the results and effects of various
motivational strategies at-a-glance.
 MAJOR ISSUES OF THE CASE STUDY

Rumors and
Company harsh
moved truths
their focus Shutting Elimination became Job Losing
Sharp Poor
point from down of rough to uncertainty efficient
downturn Shortage of strategy
high stores in a executing employees emergence and
in financial resources maintenanc
margins to few expansion due to between experience
situation e
low margin locations plans communica workers d people
commoditie tion gap
s and
negligence
 Overcoming Methods Applied in Case Study

Making
‘Man’s employees HR team
Search for Elimination understand the along with
Meaning’ of reluctant contribution, managers
BY Victor attitudes of the real created and
Frankl acted executive meaning of applied five
as the beam members their works and major
of hope the outputs of programs
their services
Five Major Programs Applied
Program I
• Eliminating of new ideas,
• Continuing of the course
• Providing employees little or no information or opportunities for participation
Program II
• Tracking of leaves and sharing the information with individual employee
• Giving them chance to take their own actions under control
Program III
• Tracking sales and inventory replacement rates across shifts
• Sharing information with employees
Program IV
• Tracking information on leaves, sales and inventory replacements
• Communicating through brainstorming sessions within managers and employees
Program V
• Brainstorming without acknowledging employees with information about their behavior and company
profits
Variables to Run a Management Program
Variables
Independent Variables Absence and Sick Leave
Management Style
Employee Satisfaction
Employee Age
Employee Tenure
Area

Dependent Variables Average Turnover Rate

Sales and Inventory

Employee Productivity

Weekly Profit Per Month

Monthly Staff Time

Relationships among Variables
• Absence and sick leave: independent variable
Leave and Sales & • Sales and inventory: partly dependent variable
Inventory • Higher absence and sick leave can affect in lower sales.
• Turnover rate: Dependent variable
• Employee Age: Independent variable
Turnover rate and
• Older employees are more experienced; they can provide better
Employee Age
feedback, have a strong work ethic, commitment to quality, lower rate of
absence, and are more satisfied of their work.
• Area, Age: Independent variable
Area, Employee Age, • Turnover rate, productivity: Dependent variable
Turnover rate and • Urban areas are most likely to have a younger force on average, whereas
Productivity rural areas the workforce is older in average their jobs which will lead to
fewer turnovers and more productivity.
Tenure, Job • Tenure, job satisfaction: Independent variables
satisfaction, • Productivity, Turnover: Dependent variables
Productivity and • When age and tenure are treated separately, tenure is considered a more
Turnover stable & consistent predictor of job satisfaction than age.
• Both dependent variables
Profit and Cost • These two dependent variables are directly linked. If cost increases, profit
decreases and vice versa.
Outputs and Results of the Applied Methods

Average Turnover (%) for Programs Net Profi t and Cost in Programs ($)
14000
40 14000 13000
35 11000
12000
30
10000
25
8000 7000
20 5700
6000
15
3420
10 4000 2440 2750
1960
5 2000
0
0 0
Program I Program II Program III Program IV Program V Program I Program II Program III Program IV Program V
Analysis of the Outputs
• Program IV had an employee turnover rate of 17%, the lowest of all methods, but the cost of
implementation was the most expensive of all and that will mean a reduction of net profits for
the 67 stores that chose it.
• By analyzing other data, it is clear that the most effective method appears to be Program V as it
provides the biggest profit -to cost ratio with a second-best turnover rate.
• Despite the fact that the monthly staff time cost for program V ($2,750) was much higher than
the one related to program I, II and III, still program V managed to retain the highest net profit.
• The least effective methods are I, II and III as they do not provide considerable net profit
compared to turnover rates.
Perspective Views of the Applied Methods (Case Study vs Us)
• According to our case study, human resource team found the most elaborate procedure (Program IV)
as the most effective. Employee’s engagement is essential in a business platform; for the reason that if
we involve employees in the pronouncement that plays a vital role for the company’s performance.
Due to this object employee tends to be more heartened, pleased and creative.
• Our Opinion:
• We also want to reflect to our estimation that 5th method (brainstorming without sharing
information) is the most effective strategy. Sharing confidential and extensive information can be
harmful for company itself because of the risk of misusing the information. Also, after gathering
confidential knowledge, employees may pressurize managements’ decisions which may cause
mutually unfavorable situation.
• Enabling Mangers to select their specific program, makes them feel more involved, engaged and
participating in decision making which are considered as important elements for any job
satisfaction. 
• On the other hand, managers may have different objectives & views (biasness) that could affect
the intended results. If only one program has been chosen a clearer analysis could have been
conducted, as for the current case the different variables are causing different results. 
• The advantage would be removing manager biasness and having more objectivity overall in the
study.
The Guidance to the Motivation Program : Lessons Learnt
• administrators give a considerable degree of decision-making inspiration to the
Participative Management
employees.
• Workers will be participating in the decision making but they always consider a small
Representative Management
group of representatives.
• workers discuss their problems by scrutinizing explanations, proposing clarification
Quality Circle Management
and continuously taking counteractive accomplishment.
• Emphasize on the inspiration which is associated to the effort such as thankfulness,
Inspirational Strategy
answerability and achievement
• Deep-level similarities will overshadow the more superficial differences
Diversification Management

Individual Difference • Allows HR team to individualize goals, level of involvement, and rewards to align
Management with individual needs to maximize their motivation potential.
• Participation can increase employee productivity, commitment to work goals,
Feedback Management
motivation, and job satisfaction
• Rewards should be contingent on performance, and employees must perceive the
Performance Appraisal
link between the two.
• Employees should perceive that experience, skills, abilities, effort, and other
Equity System obvious inputs explain differences in performance and hence in pay, job
assignments, and other obvious rewards.