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MNA3240 Case study 1 Assignments "Managing Motivation in a Difficult Economy"

A case study discussing motivation challenges in tough economic conditions.

Eleanor Gray
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MNA3240 Case study 1 Assignments"ManagingMotivationinaDifficultEconomy"ERAOFTHEDISPOSABLEWORKERLearningObjectives:Defineorganizationalbehavior(OB);ShowthevaluetoOBofsystematicstudy;Demonstratetheimportanceofinterpersonalskillsintheworkplace;Describethemanager’sfunctions,roles,andskills;IdentifythechallengesandopportunitiesmanagershaveinapplyingIBconcepts;DemonstratewhyfewabsolutesapplytoOBLearningOutcomes:Defineorganizationalbehaviorandidentifythevariablesassociatedwithitsstudy;Describethefactorsthatinfluencetheformationofindividualattitudesandvalues;Applythestudyofperceptionandattributiontotheworkplace;Definediversityanddescribetheeffectsofdiversityintheworkforce;Describethenatureofconflictandthenegotiationprocess;Describebestpracticesforcreatingandsustainingorganizationalcultures;Describebestpracticesforcreatingandsustainingorganizationalcultures;DescribethecomponentsofhumanresourcepracticesTheScenarioThegreatglobalrecessionhasclaimedmanyvictims.Inmanycountries,unemploymentisatnear-historichighs,andeventhosewhohavemanagedtokeeptheirjobshaveoftenbeenaskedtoacceptreducedworkhoursorpaycuts.Anotherconsequenceofthecurrentbusinessandeconomicenvironmentisanincreaseinthenumberofindividualsemployedonatemporaryorcontingentbasis.ThestatisticsonU.S.temporaryworkersaregrim.Many,likesinglemotherTammySmith,havenohealthinsurance,noretirementbenefits,novacation,noseverance,andnoaccesstounemploymentinsurance.Increasesinlayoffsmeanthatmanyjobsformerlyconsideredsafehavebecome“temporary”inthesensethattheycoulddisappearatanytimewithlittlewarning.Forecastssuggestthatthenextfivetotenyearswillbesimilar,withsmallpayincreases,worseworkingconditions,andlowlevelsofjobsecurity.AsPeterCappellioftheUniversityofPennsylvania’sWhartonSchoolnotes,“Employersaretryingtogetridofallfixedcosts.Firsttheydiditwithemploymentbenefits.Nowthey’redoingitwiththejobsthemselves.Everythingisvariable.”Wemightsupposethesecorporateactionsarelargelytakingplaceinaneraofdiminishingprofitability.However,datafromthefinancialsectorisnotconsistentwiththisexplanation.AmongFortune500companies,2009sawthesecond-largestjumpincorporateearningsinthelist’s56-yearhistory.Moreover,manyofthesegainsdonotappeartobetheresultofincreasesinrevenue.Rather,theyreflectdramaticdecreasesinlaborcosts.Oneequitymarketresearchernoted,“Thelargestpartofthegaincamefromlowerpayrollsratherthanthesluggishriseinsales…”Wagesalsoroseonlyslightlyduringthisperiodofrapidlyincreasingcorporateprofitability.Someobserverssuggesttheverynatureofcorporateprofitmonitoringistoblameforthediscrepancybetweencorporateprofitabilityandoutcomesforworkers.Somehavenotedthatteacherswhoseevaluationsarebasedonstandardizedtestscorestendto“teachtothetest,”tothedetrimentofotherareasoflearning.Inthesameway,whenacompanyisjudgedprimarilybythesinglemetricofastockprice,executivesnaturallytrytheirbesttoincreasethisnumber,possiblytothedetrimentofotherconcernslikeemployeewell-beingorcorporateculture.Ontheotherhand,othersdefendcorporateactionsthatincreasethedegreetowhichtheycantreatlaborflexibly,notingthatinanincreasinglycompetitiveglobalmarketplace,itmightbenecessarytosacrificesomejobstosavetheorganizationasawhole.Theissuesofhowexecutivesmakedecisionsaboutworkforceallocation,howjobsecurityandcorporateloyaltyinfluenceemployeebehavior,andhowemotionalreactionscometosurroundtheseissuesareallcorecomponentsoforganizationalbehaviorresearch.

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Document Details

University
Miami Dade College
Course
MNA 3240
Subject
Business Management

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