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Vignette

The document describes 4 brief vignettes that profile different managers and the challenges they face in motivating subordinates. The vignettes touch on factors like promoting employees, evaluating performance, dealing with missed promotions, and providing constructive feedback. Motivating employees effectively requires understanding their needs to acquire, bond, comprehend, and defend themselves. Managers have tools like rewards, culture, job design, and fair processes to meet these needs. Addressing all needs simultaneously through a holistic approach can dramatically improve motivation more than addressing individual needs alone.

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KaDi Vadi
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141 views

Vignette

The document describes 4 brief vignettes that profile different managers and the challenges they face in motivating subordinates. The vignettes touch on factors like promoting employees, evaluating performance, dealing with missed promotions, and providing constructive feedback. Motivating employees effectively requires understanding their needs to acquire, bond, comprehend, and defend themselves. Managers have tools like rewards, culture, job design, and fair processes to meet these needs. Addressing all needs simultaneously through a holistic approach can dramatically improve motivation more than addressing individual needs alone.

Uploaded by

KaDi Vadi
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as TXT, PDF, TXT or read online on Scribd
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The case is a series of 4 brief, imaginary vignettes.

Each vignette shines a light


on the case's macro-theme of "motivating others in a management context," and goes
over the factors to consider associated with getting subordinates to attain
particular business objectives.
The very first vignette profiles Lydia Geller, a newly-promoted VP, as she openly
resolves her subordinates for the very first time, each of whom had actually
formerly belonged to her peer group.
The 2nd vignette profiles Jeremy Sawyer, the CEO of a software application
business, as he evaluates the sales efficiency of the business and, especially, its
leading salesperson, Victor Mason. Offered Mason's out of proportion significance
to the business, Jeremy disputes the actions he can require to guarantee Mason's
ongoing fulfillment and inspiration.
The 3rd vignette profiles Warren Soroka, the manager of sales at a logistics
company, as he is required to have a discussion with a long-lasting staff member
who has actually simply been "passed by" for a promo for a more youthful worker. He
arguments how finest to interact the choice to the "skipped" staff member in a
manner that guarantees his ongoing inspiration and efficiency at the business.
The 4th vignette profiles Rachel Murphy, the director of academics at Barrymore
University, as she is required to offer an efficiency evaluation that consists of
both favorable and unfavorable feedback. Offered the combined nature of the
efficiency evaluation, she arguments how finest to interact such feedback in such a
way that guarantees the worker's understanding and continued inspiration.

Motivating employees begins with recognizing that to do their best work, people
must be in an environment that meets their basic emotional drives to acquire, bond,
comprehend, and defend. So say Nohria and Groysberg, of Harvard Business School,
and Lee, of the Center for Research on Corporate Performance. Using the results of
surveys they conducted with employees at a wide range of Fortune 500 and other
companies, they developed a model for how to increase workplace motivation
dramatically. The authors identify the organizational levers that companies and
frontline managers have at their disposal as they try to meet workers' deep needs.
Reward systems that truly value good performance fulfill the drive to acquire. The
drive to bond is best met by a culture that promotes collaboration and openness.
Jobs that are designed to be meaningful and challenging meet the need to
comprehend. Processes for performance management and resource allocation that are
fair, trustworthy, and transparent address the drive to defend. Equipped with real-
world company examples, the authors articulate how to apply these levers in
productive ways. That application should not be selective, they argue, because a
holistic approach gets you more than a piecemeal one. By using all four levers
simultaneously, and thereby tackling all four drives, organizations can improve
motivation levels by leaps and bounds. For example, a company that falls in the
50th percentile on employee motivation improves only to the 56th by boosting
performance on one drive, but way up to the 88th percentile by doing better on all
four drives. That's a powerful gain in competitive advantage that any business
would relish

Getting people to do their best work, even in trying circumstances, is one of


managers’ most enduring and slippery challenges. Indeed, deciphering what motivates
us as human beings is a centuries-old puzzle. Some of history’s most influential
thinkers about human behavior—among them Aristotle, Adam Smith, Sigmund Freud, and
Abraham Maslow—have struggled to understand its nuances and have taught us a
tremendous amount about why people do the things they do.

Motivating employees begins with recognizing that to do their best work, people
must be in an environment that meets their basic emotional drives to acquire, bond,
comprehend, and defend. So say Nohria and Groysberg, of Harvard Business School,
and Lee, of the Center for Research on Corporate Performance. Using the results of
surveys they conducted with employees at a wide range of Fortune 500 and other
companies, they developed a model for how to increase workplace motivation
dramatically.

The authors identify the organizational levers that companies and frontline
managers have at their disposal as they try to meet workers’ deep needs. Reward
systems that truly value good performance fulfill the drive to acquire. The drive
to bond is best met by a culture that promotes collaboration and openness. Jobs
that are designed to be meaningful and challenging meet the need to comprehend.
Processes for performance management and resource allocation that are fair,
trustworthy, and transparent address the drive to defend. Equipped with real-world
company examples, the authors articulate how to apply these levers in productive
ways.

That application should not be selective, they argue, because a holistic approach
gets you more than a piecemeal one. By using all four levers simultaneously, and
thereby tackling all four

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