BBMM301 Management and Organizational Behavior Assignment

BBMM301 Management and Organizational Behavior Assignment

BBMM301 Management and Organizational Behavior Assignment

Introduction  

The below-given report is the analysis of the case given on Reducing Employee Turnover in APL, Advanced Programming Limited in which the Vice President, Paul Bolton is unhappy about the increasing employee turnover in the company. Another talented employee of the company, Vivian Sullivan expressed her intentions of leaving the organization which left Bolton tensed about the increasing employee turnover in the company.

The case study is the example of increasing job dissatisfactions which make people ready for leaving one company for the other. It includes the analysis of four drive theory and McClelland’s Learned Needs theory. It also includes the importance of job design and how APL can motivate its employees to reduce the employee turnover in the future. The strategies are discussed which could have been used to motivate Sullivan to stay with APL.

Problem identification

An employee Vivian Sullivan in APL arranged a meeting with the vice president, Paul Bolton. This is the first indication to Paul that Vivian might have arranged this meeting to inform him about leaving the organization. This is because he got the symptoms as earlier also few employees did the same, arranged a meeting, talked about the pleasant experiences with the company and then announce the decision to quit. These are the symptoms of the employees leaving the organization and this is the main problem which has been faced by the organization (Bowker, 2011).

The main problem identified is that the employees after working with APL for few years plan to leave the organization for start-up companies where they may not get the tasks in which they are specialized but they get enough money. APL tries its best to match the competencies of the employees with the tasks given to the employees but still, the employee turnover is increasing. Vivian, in the given case, is a very talented employee and Paul does not want her to leave but he is unable to convince her to stay with the same organization and Vivian left the company joining another company after few months (DeZube, 2013).

Analysis /evaluation

It can be analyzed after going through the case that money didn’t motivate Vivian Sullivan to stay with APL because money is not always the best method to motivate the employees. Money cannot purchase engagement from the employees, it might not make leaders out of employees and there are many other methods which are required to motivate people because people have different needs and money is not the only one. They even want to raise their status, build social networking and need recognition in the society. Money does not bring or handle emotions; it can only be done by some other methods like praises and recognition. That is why; Vivian is not motivated to stay with APL (Nordbrock, 2016).

It depends on person to person that money matters as a reward to them or not. Most of the people value money even if they are wealthy enough but some people value other forms of motivation more than money. They do not value money more than anything. Like in the given case, Vivian is not motivated by the company. She has been offered a good and better pay by the VP Bolton but still, she refused the offer. Money is not of ultimate value to Vivian. She even didn’t talk anything about money in a meeting held with Bolton and she even mentioned that she has been already offered better pays by other companies but money is not her concern. Given by Lawrence and Nohria in 2002

This case can be analyzed by some of the theories like Four Drive Theory. This theory suggests that there are other ways of motivating employees than money or payments made. There are four underlying drives Drive to acquire and achieve, drive to Bond, drive to learn and comprehend and Drive to defend. This theory suggests that each drive varies in the individuals and every drive dominates on different people. In this case, Drive to Bond to drive to learn is dominating on Vivian which led her to leave the organization where she is not getting the social satisfaction from the company (Nekoranec, 2013).

Another theory which can be consulted with regard to this case is McClelland’s Learned Needs Theory in which David McClelland suggested that the needs of an individual are acquired over the time and is shaped by his own experiences. These needs are classified as achievement, affiliation, and power. The theory uses a test which is Thematic Appreciation Test (TAT) in which the individual needs can be determined. It is clear now that Vivian has Achievement needs as she needs to set goals and accomplish it. She can be motivated by providing regular feedbacks and challenging projects (Solnik, 2012).

There is the three-component model of commitment which helps in improving commitment and engagement. It is given by John Meyer and Natalie Allen in 1991. Vivian has a normative commitment to APL in which she has the sense of obligation to s so that people can feel satisfied with their job and engagement in the team. This model is used in increasing the commitment of employee for the organization. Vivian is not happy with her role and wants to pursue better opportunities. Still, when Bolton convinced her, she tried to rethink on her decisions but she needs to leave the organization for the reasons of taking a break with her family so she left the organization (Stanley, et. al., 2013).

Job design is a process of specifying the functions of the job and the requirements for the job so that the motive of the job can be fulfilled. Vivian indicated that her job is getting boring and she has nothing new to do with her job. According to the case, APL is focused to provide the jobs to the employees according to their specialization which becomes so routine and boring at times. Vivian wanted to explore and wanted to do something new. Bolton must have recreated the job design to improve the satisfaction of the employees so that employee turnover can be reduced (Solnik, 2012).

Recommendations

If I were Bolton, The strategies I would have used to motivate Sullivan to stay will be employee engagement in which Vivian will be given opportunities to get engaged in the planning and decision making of the organization. He would have provided with different responsibilities other than in Internet Protocol (IP), which empower her and develop different qualities in her. Special attention is needed to be paid to the high potential employees because they are the ones who are the backbone of the company. APL should treat Vivian as the partner in the company so that she can be motivated to stay with APL. The recommended strategies are providing recognition to Vivian as the best employee which gives a sense of achievement and belongingness with the company (Nordbrock, 2016).

It is clear from the case that money is not the only source of motivation for the employees. Appreciation is the requirement of the worker and it is human tendency to get motivated when the worker is recognized and appreciated. Vivian can also be motivated by providing her good career opportunities within APL. Challenging work motivates the employee to stay with the same organization and the organization is recommended to run some development programmes which improves the personal as well as professional skills of the employees (Bowker, 2011).

It is also recommended to Bolton to communicate with the employees on regular basis. Communication is the key to keep employees satisfied and motivated because it is the method through which they can keep their views or problems they are facing in the company. Once the issues are solved, the employees will quit the decision of leaving the organization and like this, the organization will be able to sustain good employees of the company (Solnik, 2012).

References

  • Bowker, E. 2011, Managing staff: motivation, delegation and evaluation, Infomart, a division of Postmedia Network Inc, Whitehorse, Y.T.
  • DeZube, B.D. 2013, Reduce Employee Turnover with Stay Interviews, Topeka Capital Journal, Topeka, Kan.
  • Nekoranec, J. 2013, "Management and organizational behavior. Some basic aspects", Journal of Defense Resources Management, vol. 4, no. 1, pp. 93.
  • Nordbrock, B. 2016, Employee turnover surprisingly costly, The Arizona Daily Star, Tucson, Ariz.
  • Solnik, C. 2012, "Surviving employee turnover", Long Island Business News, .
  • Stanley, L., Vandenberghe, C., Vandenberg, R. & Bentein, K. 2013, "Commitment profiles and employee turnover", Journal of Vocational Behavior, vol. 82, no. 3, pp. 176-187.