A Case Study: Flight 001

According to Maslow hierarchy of needs, Amanda shanks old boss failed to meet the needs of both, “belonginess” and “esteem.” Belonginess relates to making your employees comfortable and making them feel like they are part of a group or team. While esteem is basically, making your employees feel a sense of accomplishment. Shank described her last job and boss as being non-motivating, having no real connection with her Boss, and having been told she was just another “number” in the company. So it was within this company, that actually encouraging employees was not a prime factor, it was about the bottom line of making a profit, getting things done, effectively and efficiently, and if things were not right, then you were replaced. However since the organization seemed to be already operating at two levels of Maslow’s hierarchy of needs, physiology, and security,  the company needs to put motivating its employees as top priority, order to meet the top three needs. I believe that if the manager at Amanda’s old job had practiced a better leadership style, and behavior style, like consideration behavior or employee-centered behavior, then those missing needs could have been met. I believe if the company begins to do this, they will see major increase in productivity and attitudes from its employees, and a more overall success of their company.

I think when addressing the issue of being underpaid the equity theory deals with the issue in part. We know that the equity theory suggests that “people are motivated to seek social equity in the rewards they receive for performance.” (Griffin 519) This deals with comparing and contrasting your job performance and rewards to that of another. While the Expectant Theory suggests that “motivation depends on two things—how much we want something and how likely we think we are to get it.” (Griffin 516) If a Flight 001 employee is feeling underpaid, the area of motivation comes from within the organization, meaning the managers, and the employees themselves. In terms of the employee’s motivation, If the employees think that their efforts or performance (Efforts-to-performance expectancy, Performance-to-Outcome expectancy) will lead to a raise in pay, they then will become more motivated, and complete their job more effectively and efficiently. However if they feel that their efforts and performance will be of no affect, they would lose motivation, and could then begin to do their job even more less effectively and efficiently than they did before, leading to unproductivity. Like some of the employee from Flight 001 pointed out, that being an associate at Flight 001 they feel that they matter, they are part of a team, they can reach new growth and potential, giving them boost of motivation. I think that this motivation starts with the managers. If an employee of Flight 001 is feeling like he/she is underpaid their motivation is dependent somewhat upon the work environment, and work flow, that has been established by the organization and manager. In other words, the style or behavior that the manager establishes or performs sets the tone of how their employees with be motivated. Does the manager practice the behavior of job-centered, employee-centered, initiating-structure, or consideration behavior? If you take employee-centered and behavior centered styles, these two focus on providing good work environments, establishing warm and friendly environments, and ensuring employee satisfaction. When managers practice these styles it gives boost to the Flight 001 employee’s motivation. However, if managers are not practicing these styles of leadership or behaviors it is possible those Flight 001 employees will not be motivated to perform better for better pay even though they may want a raise.

The “Hygiene Factors” that I immediately identified within Flight 001 that are being met are Supervisors, Interpersonal Relations, and Working Conditions. Right from the beginning of the video employees talked about Interpersonal relationships among the employees, managers, and the actual owners of the store. Employees have direct access to store owners, and can talk with them directly if needed, and obtain direct feedback from them regarding Flight 001, and their performance as employees. Employees also paraded the fact that at Flight 001 the working conditions are great in terms of making employees feel part of a team, that they are valued and important, and that they too can grow within the company. Supervisors/Managers themselves said the reason they keep employees motivated was: They allow the employees to feel a personal connection with people at the corporate level, personal loyalty; employees are part of the bigger picture, or broader growth. Flight 001 looks to be meeting all or most of Maslow’s hierarchy needs, some motivation factors are work are achievement, recognition, and the work itself, and managers describe these as being good attributes and advantages of working within a small business.

 

 

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