For this three to four (3-4) page assignment
you will reflect upon and respond to the following question:
SOS in DHS—A Problem of Motivation: A Case Study
About 18 months ago, Jess Johnson was appointed to direct a
newly authorized and funded unit in the state’s Department of Human Services
(DHS). Shortly thereafter, she interviewed and hired six new employees to staff
the unit. The name of the unit is Service Outreach for Seniors (SOS). Its
purpose is to coordinate services for the vulnerable elderly. This is Jess’s
first supervisory position. Susan Jones and Bob Martin were two of the new
employees Jess hired. Initially, both were very productive, enthusiastic, and
industrious. Bob had taken the initiative to work closely with several
prominent private service providers to ensure their cooperation and involvement
in the new program. Susan had done a terrific job of producing publications and
other materials describing the goals of the unit and explaining SOS services to
the elderly. But since this initial spurt of activity and enthusiasm, both
Susan and Bob have become less-than-ideal employees in Jess’s estimation.
Within 6 months of his hiring, Bob developed what Jess considers to be poor
work habits (e.g., very long lunches and coffee breaks, tardiness,
absenteeism). Bob demonstrates little interest in or enthusiasm for his work.
Although he generally accomplishes those tasks that are directly assigned to
him (at least in a minimal manner), he rarely volunteers ideas or takes the
initiative. From Jess’s perspective, employees who take initiative and
demonstrate creativity are critical to helping the unit establish itself
politically and creating a service where none had existed before. Susan, on the
other hand, has become quite “creative” in the sense that she has ceased to
check with Jess (or anyone) on important policy matters before speaking to
external groups and individuals. On several occasions, she has promised things
to representatives of organizations and to elected officials that the SOS
program simply could not deliver. On other occasions, she has misrepresented
her role as a staff member, instead leaving the impression that she was
directing the unit. This has embarrassed Jess and her supervisors more than
once. Despite Susan’s apparent desire to be “in the limelight” in the political
and community arena, she has developed an open disdain for the regular workload
in her area. She routinely misses deadlines and fails to complete important
paperwork. Jess has met with Bob and Susan separately to discuss her
dissatisfaction with their performance. Being a matter-of-fact person, Jess
simply told them that their work was not up to par and that she expected them
to improve. For a week or so, things seemed to get better. But the same
problems quickly resurfaced. The other four employees Jess hired are doing
well. They have what she considers good work habits: They usually are on time
and are willing to work hard to help the new unit succeed. They seem to be
eager to do well. She can count on them to complete assigned tasks and meet
deadlines. Each of them, in his or her own way, also has demonstrated a
willingness to go “above and beyond” and to make positive suggestions for
improving the operations and services of the unit. But the problems with Susan
and Bob are beginning to drag down the morale of the other employees and
certainly are causing Jess’s attitude toward work to suffer. Jess has not
talked to either of them about these problems for several weeks because she has
not been able to figure out what to do or say. But at different times this
morning, both Susan and Bob came to Jess’s office asking her to recommend them
for promotion to a position that opened up recently in the Child Welfare Unit
similar to SOS. Jess does not know how to handle these requests. More
troubling, she does not know how to address the long-term problems of
motivating all of her employees to do well.
I’ve included some questions below to help guide you’re
response. You do not need to answer each question fully but certainly want to
address the concepts addressed. Your assignment must demonstrate critical
thinking, be well thought out, detailed,specific, logically support your
viewpoint and demonstrate your understanding of course readings to date and how
you applied them when completing this assignment. In addition, you
will need to reflect upon and reference/incorporate course
readings in order to demonstrate your understanding of course readings, and to
validate your analysis and/or opinions.
Define the problem(s) in this case, using as many theories
of motivation from this chapter as you think might apply.
Discuss the practical implications for each of the models
you use. In other words, what do these models suggest the supervisor should do
or say as a consequence of defining the problem from that perspective?
What are some of the perspectives on organizational behavior
that could explain the apparently high levels of motivation among the four
employees?
What models might explain Jess’s motivation?Which of the
theories or models do you think fit best with which employees and why?
What conclusions can you draw or what observations can you
make about motivation theory and research?
