Lei 3542 Case Study 5 522309

Lei 3542 Case Study 5

Lei 3542 Case Study 5

LEI 3542 – Case Study #5 1 Case study #5 – Ch. 10 (Motivational Basis of Leading) Due date: April 4 (Tuesday. Submit via Canvas or [email protected]) Nathan Hamel has been an employee of ManageSport, Inc., since its inception. His career began as a paid intern helping with marketing the new company. Hamel impressed ManageSport with his organizational skills, creativity, reliability, work ethic, and ability to work closely and effectively with individual staff members as well as clients.

Upon completion of his internship and graduation from college, ManageSport hired him full-time as assistant director of marketing. During his tenure at ManageSport, Hamel has worked in many departments within the organization: sales, marketing, public relations, and programming. His goal was to attain an executive position with the company; therefore, he sought to learn how the entire organization operated. He always received good performance evaluations, which led to his being appointed vice president of ManageSport, Inc. this past year. ManageSport has 23 employees who work in various capacities toward the accomplishment of the company’s mission: to assist organizations within the sport industry with their business operations.

ManageSport’s aim is to work jointly with clients in the development of business plans and the accomplishment of organizational goals. Its employees work with clients to design and implement activity programs to meet the client’s general and specific goals. As vice president, Hamel works directly with groups of people within and outside the organization. This is in contrast to his previous roles within the organization, in which he worked with individuals as opposed to groups. Therefore, his strategies of motivating staff members and clients will need to change.

Recently, Hamel has noticed that many company employees are less productive. Employee performance evaluation ratings are lower and overall morale seems to be down. Staff members are arriving late for staff meetings. Some have missed staff meetings. Clients have reported that phone calls and emails have not been returned in a timely manner.

Client reports and programs are submitted late, and many times they need corrections before being sent out. This behavior pattern is of great concern to Hamel as it is a poor reflection on ManageSport and on him. To get a handle on the situation, Hamel met informally with a number of employees to discuss the situation. He learned that many employees feel overworked and underpaid. The number of ManageSport employees has decreased during the past three years from 28 to 23, with no new employees being hired.

Some employees have taken on more responsibilities with no reward—“not even a thank you,” in their words. Other employees noted that ManageSport, Inc. is falling behind in technology. Computers are old and often use outdated software or are unable to operate software programs used by their clients. Employees feel embarrassed about this situation.

Some have even purchased computers at home that they use for work projects and thus work at home instead of in the office, explaining why some employees are late for meetings or just not around the office as much. Hamel made an appointment to discuss the situation with the president of ManageSport, Inc., Mr. Frey. Frey did not seem too concerned and said, “This behavior is nothing new. It has been going on for at least two years. That is why I appointed you as vice president. I figured that you work well with people and that you would be able to motivate our employees. Therefore, I am charging you to develop a conceptual framework on how to improve employee motivation at ManageSport. Please have a draft of your proposal on my desk next week.” Hamel was stunned by the conversation with Frey. As he walked back to his office, Hamel wondered why this problem had just surfaced and why Frey had not mentioned it earlier.

As he pondered the situation, Hamel was also thinking of strategies he could develop to motivate ManageSport employees. Which motivational theory or theories apply?

Paper For Above instruction

The scenario involving Nathan Hamel at ManageSport, Inc. provides a compelling case for examining motivational theories within organizational behavior. Hamel’s journey from intern to vice president illustrates how motivation evolves based on individual aspirations, organizational culture, and leadership influence. Analyzing his motivations and the actions of others in the company using established motivational theories offers insights into how organizations can foster engagement, commitment, and productivity.

Firstly, considering what might have motivated Hamel to undertake his internship at ManageSport highlights the significance of intrinsic motivators like personal interest, career aspirations, and the desire for professional growth. Intrinsic motivation refers to engaging in activities because they are inherently interesting or satisfying (Deci & Ryan, 1985). Hamel’s evident passion for sports, marketing, and organizational learning may have driven his initial participation, aligning with self-determination theory (Deci & Ryan, 1985), which emphasizes autonomy, competence, and relatedness as core motivators. His dedication, creativity, and reliability during the internship suggest a strong internal drive to excel and affirm his capabilities, which could have further fueled his motivation to perform well.

When ManageSport hired Hamel full-time, his motivation appeared to shift, influenced partly by extrinsic factors such as career progression, salary, and organizational recognition. His aspiration to attain an executive role reflects achievement motivation, a concept rooted in expectancy-value theories (Vroom, 1964), where individuals are motivated by the expected outcomes of their efforts. His upward mobility and success in receiving positive evaluations likely reinforced self-efficacy (Bandura, 1977), boosting confidence in his abilities to lead and influence employees. The transition from working with individuals to managing groups necessitated a change in motivational approach, aligning with leadership theories that advocate for adaptation based on followers’ needs and organizational context (Bass & Avolio, 1994).

Frey’s role in managing employee motivation appears limited, as his dismissive attitude toward the noted behavioral issues suggests either a lack of awareness or a deliberate reliance on Hamel to resolve organizational challenges. According to McGregor’s Theory X and Theory Y (McGregor, 1960), Frey’s apparent belief that employee misconduct is “nothing new” implies a potentially authoritarian or laissez-faire leadership style, which might demotivate employees by fostering a sense of neglect and undervaluation. Conversely, a Transformational Leadership approach (Bass & Avolio, 1995) could have inspired greater adherence to professional standards by motivating employees through shared vision and individual consideration.

To improve motivation in response to declining performance, Hamel might consider strategies grounded in motivational theories like Herzberg’s Two-Factor Theory (Herzberg, 1959). This theory distinguishes hygiene factors—such as fair compensation, updated technology, and appropriate working conditions—that prevent dissatisfaction, from motivators like recognition, achievement, and growth opportunities that promote satisfaction and engagement. Implementing technology upgrades, recognizing employee efforts, and offering professional development could address hygiene concerns and foster intrinsic motivation. Additionally, employing goal-setting theory (Locke & Latham, 1990) by establishing specific, challenging yet attainable goals can enhance employee motivation, as clear goals stimulate commitment and performance improvement.

Furthermore, the concept of psychological empowerment (Spreitzer, 1995) is vital. Empowering employees through participative decision-making, providing autonomy, and fostering a sense of competency can increase intrinsic motivation and loyalty. Hamel could introduce initiatives such as regular feedback sessions, employee recognition programs, and opportunities for skill enhancement aligned with their professional interests.

In conclusion, the motivational landscape at ManageSport requires a multifaceted approach, applying theories like self-determination, expectancy-value, Herzberg’s motivator-hygiene model, and empowerment to address both extrinsic and intrinsic factors. Hamel’s own motivation, shaped by personal aspirations and his role's evolving demands, provides a foundation for understanding how to motivate teams effectively. Leadership styles, organizational culture, and strategic use of motivational tools are all crucial to fostering a motivated workforce capable of revitalizing productivity and morale.

References

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• Deci, E. L., & Ryan, R. M. (1985). Self-Determination Theory. In S. D.: C. S. Schuster (Ed.), Intrinsic motivation and self-determination in human behavior. Springer.
• Herzberg, F. (1959). The motivation to work. John Wiley & Sons.
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• Vroom, V. H. (1964). Work and motivation. Wiley.