Lei 3542 Case Study 5, Chapter 10: Motivational Basis

Lei 3542 Case Study 5 1case Study 5 Ch 10 Motivational Basis O

Lei 3542 – Case Study #5 focuses on the motivational basis of leadership within ManageSport, Inc., through the narrative of Nathan Hamel’s experiences and observations. Hamel, an employee who has risen through various roles to become vice president, faces challenges related to employee motivation, productivity, and organizational morale. The case investigates the factors influencing motivation, the impacts of leadership and organizational culture, and strategies to foster a more motivated and engaged workforce.

The scenario presents a situation where employee performance has declined, with low morale, tardiness, missed meetings, delayed client work, and signs of overwork and underappreciation. Hamel observes technological shortcomings and employees resorting to work-from-home solutions due to outdated equipment. The company's leadership appears indifferent to these issues, further complicating efforts to improve motivation. Hamel’s task is to develop a conceptual framework to enhance motivation and performance within the organization.

Paper For Above instruction

Understanding motivation within organizational settings is fundamental to effective leadership and management. The case of ManageSport, Inc., highlights critical issues related to employee motivation, organizational change, and leadership strategies. This paper explores what motivated Hamel initially to intern at ManageSport, how his motivation evolved upon being hired full-time, the influence of the company's leadership on employee motivation, and practical motivational strategies that Hamel can implement as vice president, supported by relevant motivational theories.

Motivation for Hamel’s Internship at ManageSport

Hamel’s initial motivation to intern at ManageSport likely stemmed from a combination of intrinsic and extrinsic factors. Intrinsically, Hamel demonstrated a strong interest in sports management and a desire to develop his skills and gain practical experience. The opportunity to work in a startup environment that focused on the sport industry could have offered Hamel a chance to apply his knowledge, learn about the business operations, and build a foundation for his career. Extrinsically, the internship provided financial support, professional networking opportunities, and a pathway to employment — all motivating factors that align with expectancy theory, which posits that motivation results from expected rewards (Vroom, 1964). Hamel’s previous impression as a reliable and creative individual also suggests that recognition and opportunities for growth were significant motivators during his internship phase.

Evolution of Hamel’s Motivation Upon Full-Time Employment

Hamel’s motivation likely experienced a shift after transitioning from internship to full-time employment, influenced by factors such as increased responsibilities, career goals, and organizational culture. According to Herzberg’s two-factor theory, the transition from hygiene factors (working conditions, salary) to motivators (achievement, recognition, growth opportunities) often affects employee motivation (Herzberg, 1966). Initially, Hamel’s motivation may have been driven by a desire to succeed, learn, and contribute meaningfully. As a full-time employee, his motivation may have been reinforced by opportunities for advancement to leadership positions and recognition for his contributions.

Self-Determination Theory (Deci & Ryan, 1985) emphasizes the importance of autonomy, competence, and relatedness—the latter being a sense of connection with colleagues—to maintain motivation. As Hamel took on managerial responsibilities, his motivation could have shifted toward intrinsic factors like mastery and purpose, crucial in leadership development. However, his also experienced a decline in motivation as organizational issues and declining morale emerged, beyond his control and further influenced by employee dissatisfaction and organizational shortcomings. This evolution indicates how external factors and organizational culture impact motivation, aligning with the Social-Cognitive Theory, which underscores the role of environmental influences and self-efficacy in motivation (Bandura, 1986).

The Role of Frey in Employee Motivation

Frey’s leadership approach appears dismissive concerning employee issues, as evidenced by his indifference toward morale decline and outdated technology problems. His attitude signifies a neglect of the motivational elements that influence employee engagement. Frey’s passive stance can be associated with a transactional leadership style, where he allocates minimal concern to motivational needs, focusing instead on maintaining status quo or short-term outcomes (Bass, 1985). His comment that employee behavior has been ongoing for two years suggests a lack of proactive engagement or intervention, potentially undermining trust and intrinsic motivation among staff.

Frey’s role could have been more supportive and transformational by actively addressing employee concerns, recognizing achievements, and fostering an organizational culture that promotes motivation. By neglecting to reinforce positive behavior or provide incentives aligned with employees’ needs, he may have inadvertently contributed to the decline in morale and productivity, as described in the case (Burns, 1978). Such leadership style often results in low motivation, higher turnover, and reduced organizational effectiveness, which Hamel now aims to remediate.

Strategies for Motivating Employees under Hamel’s Leadership

As vice president, Hamel has the opportunity to implement a variety of motivational strategies grounded in established motivational theories. One effective approach is applying Herzberg’s motivator-hygiene theory, which suggests improving motivators such as recognition, achievement, and opportunities for growth while addressing hygiene factors like working conditions and compensation. Hamel could introduce performance-based rewards, recognition programs, and professional development initiatives to enhance motivation (Herzberg, 1966).

Additionally, employing Deci and Ryan’s Self-Determination Theory could help Hamel foster intrinsic motivation. By providing employees with autonomy in their tasks, opportunities to develop mastery, and fostering a sense of relatedness through team-building activities, he could elevate engagement levels (Deci & Ryan, 1985). For example, implementing flexible work arrangements, offering skill-enhancement opportunities, and encouraging collaborative projects could improve morale and productivity.

Another approach involves establishing clear communication channels and ensuring timely, transparent feedback. According to Locke and Latham’s Goal-Setting Theory, setting specific, challenging goals enhances performance and motivation when coupled with appropriate feedback (Locke & Latham, 1990). Hamel can work with staff to set attainable goals, recognize achievements publicly, and create a shared vision that aligns employee efforts with organizational objectives.

Furthermore, addressing technological shortcomings by investing in updated hardware and software can reduce frustration and embarrassment, demonstrating organizational support and valuing employee wellbeing. Recognizing employee efforts, providing appropriate rewards, and creating an inclusive, participative culture align with transformational leadership principles, fostering motivation and organizational commitment.

Conclusion

Motivation remains a critical factor influencing employee performance and organizational success. In the case of ManageSport, understanding the motivations that drive individuals like Hamel, recognizing organizational leadership’s role, and applying appropriate motivational strategies are essential. Hamel’s personal motivation, shaped by intrinsic and extrinsic factors, evolved through his organizational experiences and challenges. The leadership style of Frey, characterized by neglect and indifference, contributed negatively to morale. Moving forward, Hamel can implement targeted strategies based on motivational theories to enhance engagement and performance, fostering a positive, productive work environment aligned with organizational goals.

References

• Bandura, A. (1986). Social cognitive theory. In J. H. Harvey (Ed.), Handbook of social psychology (pp. 3-49). Springer.
• Bass, B. M. (1985). Leadership and performance beyond expectations. Free Press.
• Burns, J. M. (1978). Leadership. Harper & Row.
• Deci, E. L., & Ryan, R. M. (1985). Intrinsic motivation and self-determination in human behavior. Springer Science & Business Media.
• Herzberg, F. (1966). Work and the nature of man. World Publishing Company.
• Locke, E. A., & Latham, G. P. (1990). A theory of goal setting & task performance. Prentice-Hall.
• Vroom, V. H. (1964). Work and motivation. Wiley.
• Frey, B. S. (2003). Does monitoring increase work effort? The nearly invisible original motivation effect. The Economic Journal, 113(486), F33–F53.
• Deci, E. L., & Ryan, R. M. (2000). The "what" and "why" of goal pursuits: Human needs and the self-determination of behavior. Psychological Inquiry, 11(4), 227-268.
• Gagné, M., & Deci, E. L. (2005). Self-determination theory and work motivation. Journal of Organizational Behavior, 26(4), 331-362.