Read The Case At The End Of Chapter 6 Colquitt Entitled Amer

Read The Case At the End Of Chapter 6 Colquitt Entitled American Ex

Read the case at the end of Chapter 6 (Colquitt) entitled "American Express" and answer case questions 1 and 2. For those of you with Hellriegel, read the case at the end of Chapter 6 entitled 'Self Competency' and answer case questions 1 and 2. Remember to respond to at least two of your fellow learners with a positive yet critical analysis of their discussion. Support your conclusions and arguments with 2-3 outside references.

Paper For Above instruction

The case study titled "American Express" at the conclusion of Chapter 6 by Colquitt presents a comprehensive view of how motivational strategies can influence employee performance and organizational success. The two primary questions in the case focus on (1) evaluating the effectiveness of incentive-based motivation strategies, particularly customer referrals, and (2) understanding the potential challenges and advantages associated with such strategies. Moreover, considering the case from the perspective of employees with different roles, personalities, and motivators can provide a nuanced understanding of motivational dynamics in corporate settings.

Question 1 requires an assessment of the incentive system that ties employee bonuses to customer referrals. From an employee motivation perspective, such incentive plans can be powerful motivators if they align with intrinsic motivators and personal goals. The first response highlights a positive outlook, emphasizing how bonuses motivate employees to improve interpersonal skills and customer service, which are critical in a service-oriented organization like American Express. This aligns with expectancy theory, which posits that motivation is a function of expectancy, instrumentality, and valence (Vroom, 1964). When employees see a clear connection between effort (customer interactions) and reward (bonus), their motivation tends to increase. Additionally, the idea of personal goal setting and intrinsic motivators like job title enhancement and flexible schedules align with self-determination theory, which emphasizes autonomy and competence as core motivators (Deci & Ryan, 1985). However, a downside noted is the dependency on customer discretion, which can create variability and uncertainty, potentially demotivating employees if rewards are inconsistent or rare, especially when influenced by external factors like customer mood or referral willingness (Latham & Locke, 2007). This reflects the importance of balancing extrinsic incentives with intrinsic motivators to sustain motivation over time.

The second response, contrastingly, expresses concern about depending on customer referrals due to personal sales abilities and external factors beyond employee control. This resonates with research indicating that reliance solely on extrinsic rewards, especially when linked to variables outside employee control, can diminish intrinsic motivation—a phenomenon known as the overjustification effect (Deci, Koestner, & Ryan, 1999). The respondent values flexible scheduling as a motivator, which aligns with findings that work-life balance significantly impacts employee motivation and satisfaction (Kossek & Ozeki, 1998). Flexibility can give employees a sense of autonomy, reinforcing self-determination and leading to higher engagement and performance (Gagné & Deci, 2005). Overall, both responses demonstrate understanding of motivation theories but highlight different aspects: extrinsic rewards via bonuses versus intrinsic motivators like autonomy and schedule flexibility.

In examining the broader context, organizations should integrate multiple motivational strategies to optimize employee performance. For example, combining merit-based incentives with opportunities for skill development and autonomy can foster a more resilient and engaged workforce (Ryan & Deci, 2000). The case underscores the importance of designing motivational systems that account for individual differences and external factors influencing performance. Additionally, establishing clear communication channels and providing ongoing feedback are vital to maintaining motivation, especially when incentives are linked to external actions like customer referrals (Locke & Latham, 2002).

In conclusion, incentive-based motivations like bonuses tied to customer referrals can be effective but must be implemented thoughtfully to account for external influences and individual differences. Embedding intrinsic motivators such as recognition, autonomy, and flexible work arrangements can complement extrinsic incentives, leading to sustainable motivation and higher organizational performance. Organizations should continually assess and refine their motivational strategies, fostering a culture of engagement, support, and purpose.

References

• Deci, E. L., & Ryan, R. M. (1985). Intrinsic motivation and self-determination in human behavior. Springer Science & Business Media.
• Deci, E. L., Koestner, R., & Ryan, R. M. (1999). A meta-analytic review of experiments examining the effects of extrinsic rewards on intrinsic motivation. Psychological Bulletin, 125(6), 627–668.
• Gagné, M., & Deci, E. L. (2005). Self-determination theory and work motivation. Journal of Organizational Behavior, 26(4), 331–362.
• Kossek, E. E., & Ozeki, C. (1998). Bridging the work–family gap. Employee Assistance Quarterly, 13(4), 7–24.
• Latham, G. P., & Locke, E. A. (2007). New developments in goal setting and task performance. Routledge.
• Locke, E. A., & Latham, G. P. (2002). Building a practically useful theory of goal setting and task motivation: A 35-year Odyssey. American Psychologist, 57(9), 705–717.
• Ryan, R. M., & Deci, E. L. (2000). Intrinsic and extrinsic motivations: Classic definitions and new directions. Contemporary Educational Psychology, 25(1), 54–67.
• Vroom, V. H. (1964). Work and motivation. John Wiley & Sons.
• Colquitt, J. A., Lepine, J. A., & Wesson, M. J. (2013). Organizational behavior: Improving performance and commitment in the workplace (3rd ed.). McGraw-Hill/Irwin.
• Griffin, R. W., & Moorhead, G. (2008). Organizational behavior (10th ed.). South-Western Publishing.