Case Study of “The Geeks of Chic”

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Table of contents

 

  1.      Task 1 (app 1800 words)…………………………………………………………………………….. 2

1.1      Task 1.1 Two job related attitudes………………………………………………………. 2

1.1.1     Positive work related attitudes…………………………………………………. 2

1.1.2     Negative work related attitudes………………………………………………… 3

  1. Application of two related motivational theories…………………………………………… 4

2.1      Motivational Theories: Theory X & Theory Y………………………………………. 4

2.2      Herzberg’s Two-Factor Theory…………………………………………………………… 5

  1. Application of group dynamics theories……………………………………………………….. 6

3.1      Activity Theory……………………………………………………………………………….. 6

3.2      Exchange/Benefit Theory………………………………………………………………….. 7

  1. Recommendations……………………………………………………………………………………… 8

4.1      Job attitudes……………………………………………………………………………………. 8

4.2      Motivation in the work place……………………………………………………………… 8

4.3      Actions to foster better team performance…………………………………………… 9

Reference……………………………………………………………………………………………………… 10
Case Study of “The Geeks of Chic”

1.        Task 1 (app 1800 words)

 

1.1    Task 1.1 Two job related attitudes

 

Job related attitudes could be referred as the tendencies shown by the employees in respect of the aspects of work that are based on clusters of feelings, beliefs and behavioral intentions (Rainey 2009). Alternatively, attitudes relevant to any aspect of work, a work setting, or people within this setting refer to as work-related attitudes (Greenberg & Baron, 1999).

 

And to put it simple, based on our individual experience one can react positively or negatively toward his or her work in the field of job related attitudes which could also be concluded from the case of “The Greeks of Chic”. Setout hereunder we will be analyzing this case by finding and presenting the evident located in this case in two major categories: positive work related attitudes & negative work related attitudes, with respect to the two major topics, i.e. Job satisfaction and Organizational commitment.

 

1.1.1            Positive work related attitudes

 

1.1.1.1      Job satisfaction

 

Job satisfaction could be defined as the actual reflection of the perceived traits of a job in respect of the individual frame of reference (alternatives, expectations, experiences & ect) (Stahl 2003).

 

According to the case study, Ralph though not very liking his current job has actually shown proofs suggesting that he does have positive feelings about his job. As mentioned, this job involves the requirement of skills and abilities and on balance which is generally considered as challenging and providing him with a sense of satisfaction which he can not complain with. And in addition, as suggested that another factor contributing to the job satisfaction is the good working / office environment as the company has just shifted into a new mansion which has been newly painted and provides comforting at work place. Therefore we can see that physical working environment as well as the job content itself would both contribute to the final job satisfaction shown by the employees.

 

1.1.1.2      Organizational commitment

 

The term organizational commitment could be defined as a status under which the staffs identify with a particular organizational as well as the goals and show the willingness and eagerness in keep the membership within the company (Kusluvan 2003). And as suggested by Lance Dangerfield who is considered as a new staff in the company, as the staffs in the company are separated by different teams handling different business areas, most staffs in the company have high organizational commitment because they have clearly defined targets and tasks to be achieved compared to other jobs out there in the market. Hence we can see that organizational commitment is not separated from the work itself but rather there is a strong line thereto.

 

1.1.2            Negative work related attitudes

 

1.1.2.1      Job satisfaction

 

People do not work individually, they need teamwork and cooperation and communication with other team members. In this case, the lack of team cohesiveness actually contributes to the job dissatisfaction rather than the contrast. As stated in the case, Ralph feels that he has been separated or isolated in the working status. And as suggested by Ryan’s predecessor that Ralph had been difficult to work with and his ideas tend to be neglected by his supervisor.

 

1.1.2.2      Organizational commitment

 

Let us look at Ralph who is considered as a veteran, team player but to some degree uninterested at work. By having the negative attitudes in respect of the organizational commitment, Ralph has actually begun to think out his plan after leaving the company which is to start his own consultancy business at home and which also supposedly offers him more time to take care of his own business as well as his lately ill wife, Vera.

 

2.        Application of two related motivational theories

 

2.1    Motivational Theories: Theory X & Theory Y

 

Theory X could be described as the motivational theories that suggest that employees work for money and security and in another work they will do what they are paid which needs close supervision as they are not internally motivated to do something they are in love with (Stevens 2008, p. 226). In contrast, Theory Y claims that employees are self-motivated and would like to accept more tasks in doing their job best. In this case, in my understanding Theory Y better fits in the situation indicated by the scenarios under the case study for the following major reasons:-

 

First of all, as agreed by Lance Dangerfield, it seems that the excellent part of the job is that people working in the company never get tired with their job as the job itself is challenging and require them to pay attentions, skills and more balance work to achieve the clearly set goals. In this regard, with this job content nature, staffs in self-motivated to do the job well.

 

Secondly, also highlighted by Lance Dangerfield, there is no necessity for the management to closely watch the staffs in their detailed work as they are motivated to do the job well and the management does not need to place supervision over each area of work and every task to be carried out by the staffs.

 

Thirdly, if the Theory X is considered as applicable in this case, it would not be able to explain the fact that people are still motivated to do their job with the absence of the close management and monitoring.

 

Last but not least, it is true that some staffs are not getting well with the job as well as the job contents and arrangement provided by the company. But what Theory Y suggests as self-motivation does not come with no conditions, it is actually necessary that the company should provide enough of hygiene factors which is better explained in the Herzberg’s Two-Factor Theory which would be elaborated in the following.

 

2.2    Herzberg’s Two-Factor Theory

 

Different from the Theory X or Theory Y, Herzberg’s Two-Factor Theory proposed that human resource motivation is actually two-dimensional, hygiene and motivators, and each dimension is consisting of different factors (Thompson 1996, p. 13).

 

Usual hygiene factors are:- compensations, salary, interpersonal relationship, management methods, work security and working environments. Hygine factors do not bring work motivation though with full presence. For example, though the company has recently shifted into a new building with comfortable office environment, but it does not directly contribute to the work performance and motivation and still some employees are not fine with the work and would like to leave the company. On the other hand, the interpersonal relationship issue found in the teams such as the team Ralph is in, actually resulted in the job dissatisfaction.

 

Usual motivators cover:- work content, recognition in the work place, individual growth in the work path, promotion, range of responsibility and ect. In this respect, we can understand why most of the employees are motivated in the work in the case study because there is wide presence of various motivators. First of all, as mentioned above, according to Lance Dangerfield, there is no necessity for the management to closely watch the staffs in their detailed work as they are motivated to do the job well and the management does not need to place supervision over each area of work and every task to be carried out by the staffs. In another word, one can handle his part of job well which brings wide range of responsibilities at work contributing to work motivation. Secondly, promotion is based on the mixture of background of academic as well as working performance. Such promotion mechanism is considered as good as it will encourage better internal self-motivation.

 

By applying the Herzberg’s Two-Factor Theory, we can see that the presence of hygiene factors will not necessarily contribute to the work satisfaction but the lack of the hygiene factors would lead to the job dissatisfaction. On the other hand, the presence of the sufficient motivators is considered as the strong critical reason behind the still motivated teams which should be enhanced.

 

3.        Application of group dynamics theories

 

3.1    Activity Theory

 

Activity theory in term of a kind of group dynamic theory suggest that staffs getting involved with the same or similar events tend to share same understanding and thus closed cooperation relationship. As in our case study, the activity theory is widely applicable. Most importantly and obviously, people are grouping based on their time of joining the company. Ralph and Millicent joint the company at the same day and have gone through years of working and cooperation while the rest all join the company lately and therefore two groups are formed because of the similar activity they share within the groups as following:-

 

Group 1

 

Ralph (Veteran, team player, to some degree uninterested at work)

Millicent (Veteran, not a team player, critical about other team members, completed degree recently)

 

Group 2

 

Drew Bush (New Staff)

Nella Davies (New Staff)

Lance Dangerfield (New Staff)

 

 

3.2    Exchange/Benefit Theory

 

The exchange / benefit theory differently proposed that people are group up based on different interest base. This is also found in the case study as Ralph does not like the new employees simply because he thinks that they would finally promoted and be more superior to him which discourage his positive attitude in the team. Also there is similar position shared by Millicent and Ralph who were both strongly affected by the change of the human resource policy reform in term of power loss in their job and positions. In another word, they group up to against the changes and would like to defend their similar common interests. In addition, people are grouping based on the academic achievement as the new HR policy that states that only degree holders are eligible to be promoted. And this would also contribute to the grouping within the well defined team.

 

4.        Recommendations

 

4.1    Job attitudes

 

ActionsNotes
Introduce company cultureRegular promotion is necessary
Encourage view expressingMaybe though an open door policy
Introduce seniority compensationAs addition to the current compensation policy

 

 

4.2    Motivation in the work place

 

ActionsNotes
Maintain good working / office environmentHygiene factor
Improve intra-team communicationHygiene factor
Promotion policy reformShould not exclude senior candidate w/o degree certificates;

 

 

 

 

4.3    Actions to foster better team performance

 

ActionsNotes
Outdoor team trainingTo enhance team cohesiveness
More assignment to be carried out the old and new team membersTo offer more chance for group activities
Open door policy 

 

 

Reference

 

Rainey, H. G. 2009. Understanding and Managing Public Organizations. New Jersey: John Wiley & Sons.

 

Greenberg, N. & Baron, K., 1999. Behavior in organizations. New Jersey: Prentice Hall.

 

Kusluvan, S. 2003. Managing Employee Attitudes And Behaviors. New York: Nova Publishers.

 

Stahl, M. J. 2003, Encyclopedia of Health Care Management. California: Sage Publications.

 

Stevens, D. J. 2008, An introduction to American Policing. Missisauga, Ontario: Jones & Bartlett Publishers. p. 226

 

Thompson, D. P. 1996, Motivating Others: Creating the Conditions. New York: Eye on Education. p. 13