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Case Study

The document discusses several theories related to motivation and job satisfaction through the example of Neera and her team. [1] Goal setting theory and reinforcement theory were applied as the team worked hard to achieve goals and were rewarded for high performance. [2] McClelland's need for achievement drove Neera and Vijit to excel. [3] Hergenhahn's two-factor theory explains how intrinsic and extrinsic factors like responsibility and salary impacted motivation. [4] Maslow's hierarchy of needs showed how unmet social needs led to feelings of neglect in the team.

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eepsitha banday
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44 views

Case Study

The document discusses several theories related to motivation and job satisfaction through the example of Neera and her team. [1] Goal setting theory and reinforcement theory were applied as the team worked hard to achieve goals and were rewarded for high performance. [2] McClelland's need for achievement drove Neera and Vijit to excel. [3] Hergenhahn's two-factor theory explains how intrinsic and extrinsic factors like responsibility and salary impacted motivation. [4] Maslow's hierarchy of needs showed how unmet social needs led to feelings of neglect in the team.

Uploaded by

eepsitha banday
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPTX, PDF, TXT or read online on Scribd
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CASE

STUDY
-OB
GOAL SETTING THEORY:

• Goal setting theory states that goal should be clearly defined and it should be a achievable goal.
• “Neera and Vijit both felt the stress of the big challenge, but it energized them and both started
pulling their socks up so that a good show could be presented”
• “Though the work was strenuous, the team had developed good rapport by then and everyone
implemented the work with a lot of enthusiasm”
• This highlights Need for achievement (nAch) from McClelland’s theory of Need
• nAch is the drive to excel , to achieve relationship to a set of standards.
REINFORCEMENT THEORY:

• “reward hard working people to reinforce high-performance culture”


• This highlights the positive reinforcement being done by YHMH
MC CLELLANDS THEORY OF NEEDS –NEED FOR ACHIEVEMENT.

• Need to achieve is the drive to excel, to achieve in relationship to a set of standards.


• The prior experience in handling such big teams helped Neera and Vijit in anticipating the
probable technical, logistic and management problems and prevented deadlocks and big conflicts.
The limitations of one were filled in by the expertise of the other. The smoothness with which the
work was done and the efficiency with which it was executed in the field made Neera very
satisfied, she felt very strong and powerful.
TWO FACTOR THEORY:

The team including Neera, Vijit and other colleagues were engrossed in their own work, holding
technical discussions and critiques, it was started to be recognized as a self-sufficient competent
team by other staff and colleagues. This was reflected from the amount of proposals submitted by
them in that small duration and complementary remarks by other colleagues.
The hygiene factors include salary, working conditions and company policies etc.
The motivational factors include achievement, growth, responsibility, recognition and satisfaction.
MASLOWS HIERARCHY NEEDS

• The team also started attracting the annoyance and disgust of some other colleagues who probably
felt ignored and sidelined.

• The group started feeling neglected because their social needs weren’t satisfied.
RESPONSE TO DISSATISFACTION:

• This time, Neera came to know about it quite timely and also decided to confront by demanding
the objective parameters of the decision on rewards by refusing to accept the discrimination made.
This issue made it the talk of the office.
• She moved from AC to AD due to internal locus of control and was thinking about leaving the
organization.
ADAMS EQUITY THEORY -UNDERPAID

• Neera was completely taken aback, also because Vijit did not share this with her. She
had worked with Vijit for a year, is it that she did not understand him?”

• “Neera was all the more disturbed that she was equated with the person who carries
an image of an incompetent and insincere person. The actions which warranted
penalization, had not been even reprimanded, rather rewarded! The other employees
would murmur, “It is pointless to work hard here, they will reward only a few, whom
they like?” “Why worry, they have no value for competent people??”

• Since Neera was underpaid her equity wasn’t balanced and she started doubting her
instinct's on knowing vijit and also developed hatred for the organization.
C-A-B MODEL

• “She was happy to be not contributing as “contributing or not contributing”; the organizational
treatment was perceived same. She knows that the reward has brought out not the best but the
beast in her!”

• Since Neera was dissatisfied which resulted her to change her behavior towards her work .

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