Date post: | 05-Dec-2015 |
Category: |
Documents |
Upload: | hanisevae-visanti |
View: | 36 times |
Download: | 7 times |
Case Study
MBA 423 Team 1: Pasifik Fusion
Rachna LalS11040940
Kasanita RatuS11009225
Isireli DausigaS89765030
Siema ApineluS99006767
Hanisivai VisantiS11112274
Faga PauloS01000260
Rosa MotufagaS11039695
Team Members
OverviewOverview
•Summary: Case Study
•Problems
•Consequences
•Perceptions
•Job Design Changes
•Job Characteristic Model
•Motivators
•Demotivators
•Old vs New
•Manipulation or Motivation
Foy &Pirelli
Problems
Positive Change
s
Summary Case Study
Old Foy & Pirelli
Nothing to do
Authoritarian Management
Style
Conflict of interest
Oppression & Discouragement
MarginalisationDisengaged
Staff
No Equal Employment Opportunities
Personal Life Affected
Problems
Consequences
High turnover
High stress levels
Increased dissatisfaction
Resentment
Insomnia
Depression
New Foy & Pirelli
Result Orientated
Management
Freedom
Employee Initiative
Encouraged
Equal Employment Opportunitie
s Salary&
Benefits
Great work life balance
Complete job satisfaction
Current Situation
Question 1
What changes in the job design have contributed to Ashley’s new
perception of her job at Foy and Pirelli?
Old PerceptionThere wasn’t much to do
Things needed to be done by the book and had to be constantly checked by the boss
Promote investments sponsored by the company’s major shareholder Yarra Bank
Any new suggestions or systems were opposed to as change was not being brought about
Discriminated for being young and a woman
New PerceptionResult-oriented boss. Perform and get all the freedom. Don’t perform then three strikes and you are out
No one to question the work done
Ashley is her own boss
Pay increment and bonus based on performance
Work extremely hard and make big money
A result-oriented boss who recognises performance and rewards accordingly
As long as you perform, no one questions the work done
Pay increment and bonus based on performance as opposed to being based on gender and age
New ideas are welcome
Given responsibility based on what one can handle
Types of job
designs
Job simplification
or specialization
Job enlargement
Job enrichment
Job rotation
Job Design Changes
Job Simplification/Specialisation: Repetitive, precise and simplified tasks By the book Opposition to change New management perspective
Job Design Changes
Job EnrichmentBasic changes
Job content
Employee opportunityExperience greater achievementRecognitionResponsibilityGrowth
Ashley’s perspective - New managementJob enrichment applicable to her job design
Question 2
Using the Job Characteristics Model, identify and discuss the motivators and
demotivators present in Ashley’s "old" and "new” jobs.
Motivators
Self motivation Business and existing clients increased by 30%
Top performance in the group Get bonus of one month’s salary
Motivators
New management:
Totally results orientated
100% commitment
Everyday is exciting at work
No words of discouragement
Pay increase and performance bonus of 4 months salary
Change of job title
Recognition
Demotivators
No contribution for improvement
No recognition and rewards as promised
New ideas not accepted
No freedom to plan, schedule and decide work
procedures
Question 3
Would you prefer to work at the "old" or
the "new" Foy and Pireli? Why?
Foy & Pirelli Foy & Pirelli
New Foy & Pirelli
Why?
Simple - CHANGE is global phenomenon!!!
Change since industrial revolution
New Foy & Pirelli will entice good talent: Talent Innovation Flexibility Promotion based on merit Bonuses Welfare of workers Freedom to maneuver outside your comfort zone Mission focused Result oriented leadership
Question 4
Do you think Ashley's new "love of work”
is the product of cunning management
manipulation? Why or why not?
Discern Difference
Who benefits?
What’s the outcome?
What’s the basis?
Motivated Manipulated
Who benefits? Employee Manager
What’s the outcome? Everybody winsOne person gains another loses
What’s the basis?• Mutual understanding• Employee buy-in
• Only benefits one person
• Employee isolation
Strengthen employee engagement
Kills employee engagement
Manipulation or not?
No manipulation
Why?
Clear communicationExpectations & consequencesFeedback on performance
No deceptionAutonomyMutually beneficialEmployee engagement
High motivation
High performance
High satisfaction
Positive bottom line
Low turnover
Low absenteeism
References• Raymond J. Stone (2013). Managing Human Resources; (4th edition 2013); John Wiley & Sons
Australia Ltd; Sydney.
• http://www.languageintelligence.com/wp-content/uploads/2015/02/questions1.jpg
• http://www.frontstream.com/30-inspirational-employee-engagement-quotes/
• http://www.skepticalob.com/wp-content/uploads/2014/03/iStock_000015377189Small-copy.png
• http://sa.berkeley.edu/sites/default/files/images/employee_engagement.gif
• http://images.slideplayer.com/1/443933/slides/slide_12.jpg
• http://www.nao.org.uk/graduateblog/wp-content/uploads/sites/19/2014/05/new-and-old-sign.jpg
• https://www.linkedin.com/pulse/leaders-do-you-motivate-manipulate-jeremy-kingsley
• http://info.profilesinternational.com/profiles-employee-assessment-blog/bid/209103/The-Difference-Between-Manipulation-and-Motivation
• http://www.sameningeld.nl/wp-content/uploads/2014/07/Vragen.jpg
• http://adjobs.rapidresponse.netdna-cdn.com/wp-content/uploads/2014/01/hiring-addiction-staff.jpg
• http://pas-wordpress-media.s3.amazonaws.com/content/uploads/2014/08/shutterstock_144891205.jpg
Thank you for your time!