Managing Motivation in Economy Essay

The firm has had to close quite a few locations, reversing its blowup plans for the first clip since it incorporated. Being that this is uncharted territory for the family, Jim Claussen, vice president for human relations, had been struggling with how to address the issue with employees. As the companys fortunes worsened, he could see that employees were becoming to a greater extent and more disaffected. Their insecurity about their jobs was taking a toll on attitudes. The companys downsizing was big news, and the employees didnt like what they were hearing.Media reports of Morgan-Moes store closings fork out focused on the lack of advance notice or communication from the companys corporate offices, as well as the lack of severance payments for departing employees. In the absence of official learning, rumors and gossip have spread like wildfire among remaining employees. A few mad blogs developed by laid-off employees, like IHateMorganMoe. blogspot. com, have made the morale an d public relations picture even worse. Morgan-Moe is changing in other ship canal as well. The average age of its workforce is increasing rapidly. A couple of factors have contributed to this shift.First, fewer qualified young people argon around because many families have moved south to find jobs. Second, stores have been actively encouraged to hire older workers, such as retirees looking for some supplemental income. bitagers are very receptive to these older workers because they are more mature, miss fewer days of work, and do not have child-care responsibilities. They are also often more qualified than younger workers because they have more experience, sometimes in the managerial or executive ranks. These older workers have been a great asset to the company in troubled times, but they are especially likely to leave if things institute bad.If these older workers start to leave the company, taking their hard-earned experience with them, it seems likely that Morgan-Moe pull up s takes sink deeper toward bankruptcy. The System Claussen wasnt quite sure how to respond to employees sense of hopelessness and fear until a friend gave him a book entitled Mans Search for Meaning. The book was written by a psychologist named Victor Frankl who survived the concentration camps at Auschwitz. Frankl found that those who had a clear sense of purpose, a origin to live, were more likely to persevere in the face of nearly unspeakable suffering.Something about this book, and its advocacy of finding meaning and management as a personal manner to triumph over adversity, really stuck with Claussen. He thought he might be able to apply its lessons to his workforce. He proposed the idea of a new direction for management to the companys executive committee, and they reluctantly agreed to try his suggestions. Over the last 6 months, stores throughout the company have used a performance management system that, as Claussen says, gets people to buy into the idea of performing so t hat they can see some real results in their stores.Its all about seeing that your work serves a broader purpose. I read about how some companies have been sharing store performance discipline with employees to get them to understand what their jobs really mean and participate in making multifariousnesss, and I thought that was something wed be able to do. The HR team came up with vanadium options for the management system. Corporate allowed individual managers to choose the option they thought would work best with their employees so that managers wouldnt feel too much like a rapid change was being forced on them. weapons platform I is opting out of the new idea, continuing to stay the course and providing employees with little to no information or opportunities for participation. Program II tracks employee absence and dotty leave and shares that information with individual employees, giving them feedback about things they can control. Management takes no further action. Program III tracks sales and inventory replacement rates across shifts. As in Program II, information is shared with employees, but without providing employee feedback about absence and sick leave. Program IV, the roughly comprehensive, tracks the same information as Programs II and III.Managers communicate it in weekly brainstorming sessions, during which employees try to determine what they can do stop in the future and make suggestions for improving store performance. Program V gives the idea of brainstorming but doesnt provide employees with information about their appearance or company profits. Since implementing the system, Claussen has spoken with several managers about what motivated them to choose the program they did. Artie Washington, who chose Program IV, said, I want to have my employees input on how to keep the store running smoothly.Everybody worries about his or her job security in this economy. Letting them know whats going on and giving them ways to change things keep s them involved. Betty Alvarez couldnt disagree more. She selected Program I. I would rather have my employees doing their jobs than going to meetings to talk about doing their jobs. Thats what management is for. Michael Ostremski, another proponent of Program I, added, Its okay for the employees to feel a little uncertainif they call in were in the clear, theyll slack off. If they think were in trouble, theyll give up.Cal Martins also questions the consume to provide information to the whole team, but he chose Program II. A person should know where he or she stands in the job, but they dont have to know about everyone else. It creates unnecessary tension. This is somewhat similar to Cindy Angs reason for picking Program V. When we have our brainstorming meetings, I learn what they the employees think is most pressing, not what some spreadsheet says. It gives me a better feel for whats going on in my store. Numbers count, of course, but they dont enjoin you everything.I was al so a little worried that employees would be upset if they saw that we arent performing well. Results to Date Claussen is convinced the most elaborate surgical process (Program IV) is the most effective, but not everyone in the executive committee is won over by his advocacy. Although they have supported the test implementation of the system because it appears to have relatively low costs, others on the committee want to see results. CEO Jean Masterson has asked for a complete breakdown of the performance of the various stores over the quondam(prenominal) 4 years.Shes specially interested in seeing how sales figures and turnover rates have been affected by the new program. The company has been accumulation data in spreadsheets on sales and turnover rates, and it prepared the following report, which also estimates the dollar cost of staff time taken up in each method. These costs are based on the number of hours employees spend working on the program multiplied by their wage rate. Estimates of turnover, profit, and staff time are collected per store. Profit and turnover data include means and standard deviations across locations profit is net of the monthly time cost.Turnover information refers to the percentage of employees who either quit or are terminated in a month. To see if any patterns emerged in managers selection of programs, the company calculated relationships amid program selection and various attributes of the stores. Program I was selected most frequently by the oldest stores and those in the most economically distressed areas. Programs II and III were selected most frequently by stores in urban areas and in areas where the workforce was younger on average. Programs IV and V were selected most frequently in stores in campestral areas, and especially where the workforce is older on average.