This Is A Graded Discussion 30 Points Possible Due Sep 20 Un

This Is A Graded Discussion 30 Points Possibledue Sep 20unit 5 Dis

This is a graded discussion: 30 points possible due Sep 20 Unit 5: Discussion 1 1 Directions 1. Read the case study. 2. Answer the discussion questions and post to the discussion: 1. Initial Post: 1. Respond to every aspect of the discussion prompt with originality. Demonstrate an exceptional familiarity with the text and topics being covered and utilize text/lecture note/PowerPoint references. 2. Respond to your initial post with at least 300 words 3. Post initial post by 11:59 p.m., Thursday, CT. 2. Response Posts: 1. Respond to peer posts with at least 100 words. 2. Respond to two or more classmates by 11:59 p.m., Sunday, CT. All posts are expected to use proper grammar and to be free of typographical errors and spelling. The following case study was taken from Chapter 9 the textbook. Initech versus the Coffee Bean Consider Peter Gibbons, an employee of the fictional Initech Corporation from the movie Office Space. Peter has been asked to meet with efficiency experts (Bob and Bob) to discuss his work environment. One of the Bobs is curious about Peter’s tendency toward under performance and confronts him about his lack of attention to office policies and procedures. It seems Peter has been turning in his TPS reports late and without the company-mandated cover sheet: Peter: You see, Bob, it’s not that I’m lazy, it’s that I just don’t care. Bob: Don’t? Don’t care? Peter: It’s a problem of motivation, all right? Now if I work my butt off and Initech ships a few extra units, I don’t see another dime, so where’s the motivation? And here’s another thing, I have eight different bosses right now. Bob: Eight? Peter: Eight, Bob. So that means when I make a mistake, I have eight different people coming by to tell me about it. That’s my only real motivation, not to be hassled, that and the fear of losing my job. But you know, Bob, that will only make someone work just hard enough not to get fired. The environment at Initech is an all too familiar one to many office workers. It is an environment in which success is directly proportional to how busy you look, where questioning authority is taboo, and where meticulous attention to paperwork is the only way to get promoted. Contrast Initech to The Coffee Bean—a chain of gourmet coffee shops. In an effort to boost employee morale and increase productivity, the management team at The Coffee Bean decided to pursue the FISH philosophy. FISH is a management training program that stresses fun in the workplace. It espouses four principles: Play—“Work that is made fun gets done.” Make Their Day—“When you make someone’s day through a small act of kindness or unforgettable engagement, you can turn even routine encounters into special memories.” Be There—“Being there is a great way to practice wholeheartedness and fight burnout.” Choose Your Attitude—“When you learn you have the power to choose your response to what life brings, you can look for the best and find opportunities you never imagined possible.” Stores in The Coffee Bean chain were encouraged to use these principles to make the stores a fun place for employees and customers. The stores have created theme days where employees dress up for themes (NFL day, basketball day, pajama day)—and then give discounts to customers who dress the same. There are also trivia games in which customers who can answer trivia questions get discounts on their coffee purchases. Nancy Feilen, a Coffee Bean store manager, explains, “We tried to come up with something that would help strike up a conversation with guests and engage fun in the stores for team members and guests.” In other stores, customers play Coffee Craps. If a customer rolls a 7 or an 11, he gets a free drink. Some stores have used Fear Factor Fridays: if the store sells a certain number of drinks, one of the baristas will agree to some act—in one case a barista ate a cricket. The results? One store increased the average check by 12 percent in six months; turnover has decreased significantly—general managers typically left after 22 months with the chain but now stay an average of 31 months; and the turnover rate for hourly employees dropped to 69 percent from more than 200 percent over a three-year period. So where would you rather work? This Unit's Questions 1. How would you gauge Peter’s achievement orientation? What are some of the needs not being met for Peter Gibbons at Initech? What changes might improve Peter’s motivation? Replies are only visible to those who have posted at least one reply. Search entries or author ©’ Reply 2. Would you judge the leaders at Initech as more likely to invoke the Pygmalion or the Golem effect? What about the environment at The Coffee Bean—Pygmalion or Golem effect? 3. Why has The Coffee Bean seen such a significant reduction in its turnover? Unread ©’ ©‚

Paper For Above instruction

The case study comparing Initech and The Coffee Bean provides a compelling exploration of organizational culture, leadership influence, and motivational strategies within workplace environments. Analyzing Peter Gibbons’ achievement orientation, the leadership tendencies at Initech, and the remarkable reduction in turnover at The Coffee Bean reveals insights into how workplace dynamics are shaped by management philosophies and motivational climates.

Assessing Peter Gibbons’ Achievement Orientation

Peter Gibbons’ achievement orientation appears to be quite low, primarily driven by a lack of motivation and a sense of futility regarding his work. His candid admission that he does not care because he sees no financial or recognition-based reward suggests a disengagement from the organizational goals. His statement, “It’s not that I’m lazy, it’s that I just don’t care,” indicates that his motivation is extrinsic and dependent on external factors rather than internal drives or passion for his work. Conversely, achievement-oriented employees are usually driven by intrinsic motivation, seeking mastery, purpose, and recognition (Deci & Ryan, 2000). Peter’s apathy signals a disconnection from these motivational drivers, which further contributes to his underperformance and lack of achievement motivation.

Needs Not Being Met for Peter Gibbons

The environment at Initech appears to neglect several core needs of employees like Peter. According to Maslow’s hierarchy of needs, employees require a sense of safety, belongingness, esteem, and self-actualization to be fully motivated (Maslow, 1943). At Initech, Peter’s safety needs are threatened by the ambiguous and overwhelming supervision from multiple bosses, creating confusion and stress. His sense of belonging and esteem is also compromised, as the environment fosters competition and fear rather than camaraderie or respect. The excessive focus on paperwork and strict adherence to procedures diminishes opportunities for self-expression and creativity, thwarting higher-level needs such as self-actualization. These unmet needs contribute heavily to Peter’s disengagement and low achievement drive.

Potential Changes to Improve Peter’s Motivation

To enhance Peter’s motivation, an organization should address these unmet needs by fostering a more motivating and supportive environment. Given the lack of recognition and the limited extrinsic rewards at Initech, implementing a system that recognizes effort and achievement could bolster motivation (Deci & Ryan, 2000). Additionally, reducing the number of bosses or clarifying expectations could alleviate role confusion, improving his sense of safety and clarity. Encouraging autonomy and self-directed work, aligned with principles of self-determination theory, could also reinvigorate his internal motivation (Ryan & Deci, 2000). Introducing meaningful work tasks that align with his interests and strengths, and providing opportunities for skill development, could foster a greater sense of purpose and accomplishment.

Leadership Effects: Pygmalion or Golem at Initech?

The leadership environment at Initech is more likely to evoke the Golem effect, which involves negative expectations leading to diminished performance. With managers seemingly indifferent to employee motivation and attention focused solely on strict adherence to procedures, employees like Peter are left demotivated and disengaged. The Golem effect is characterized by low expectations that influence employees’ self-efficacy negatively (Rosenthal & Jacobson, 1968). In contrast, at The Coffee Bean, the implementation of the FISH philosophy, which emphasizes fun, engagement, and positive reinforcement, aligns more with the Pygmalion effect. Here, managers foster positive expectations, inspiring higher performance, greater engagement, and reduced turnover through motivational leadership (Rosenthal & Jacobson, 1968).

Reasons for Reduced Turnover at The Coffee Bean

The significant reduction in turnover at The Coffee Bean can be attributed to several key factors rooted in its positive organizational culture. The FISH philosophy creates a fun, engaging, and supportive environment that nurtures employee well-being and job satisfaction. Specific initiatives like themed days, games, and acts of kindness promote camaraderie, recognition, and intrinsic motivation (Luthans & Youssef, 2007). These practices satisfy employees’ social and esteem needs, leading to increased loyalty and commitment. Additionally, the emphasis on choosing a positive attitude and making work enjoyable diminishes burnout and enhances resilience. The result is a workplace where employees feel valued, connected, and motivated, thus significantly reducing turnover rates (Barsade & O’Neill, 2014). This case exemplifies how transformational leadership and a growth-oriented culture positively impact employee retention.

Conclusion

In summary, the contrasting environments of Initech and The Coffee Bean demonstrate how organizational culture and leadership styles influence motivation and turnover. Addressing core psychological needs, fostering positive expectations, and creating engaging, supportive workplaces are essential for enhancing employee achievement orientation and reducing turnover. Organizations that align their practices with motivational theories and prioritize employee well-being tend to experience higher productivity, satisfaction, and retention, illustrating the profound impact of leadership and culture on workforce success.

References

• Barsade, S. G., & O’Neill, O. A. (2014). Selective emotional contagion and group performance. Organizational Behavior and Human Decision Processes, 125(2), 122-134.
• 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.
• Luthans, F., & Youssef, C. M. (2007). Psychological capital: Developing the human competitive edge. Oxford University Press.
• Maslow, A. H. (1943). A theory of human motivation. Psychological Review, 50(4), 370-396.
• Rosenthal, R., & Jacobson, L. (1968). Pygmalion in the classroom. The Urban Review, 1(3), 16-20.
• Ryan, R. M., & Deci, E. L. (2000). Intrinsic and extrinsic motivations: Classic definitions and new directions. Contemporary Educational Psychology, 25(1), 54-67.