1. Referring to the needs of hierarchy, ERG, and manifest needs theories, describe what motivators The Revere Group concentrates on. The Revere Group is a national leader in effectively helping organizations remain innovative by revamping their processes. They successfully transform businesses at the critical point in its evolution. That is its ability to change while moving from yesterday’s principles of operations to futuristic forward thinking. They (The Revere Group employees) are the litmus test for the model they present to clients. The Revere Group is heavily invested in its human capital. Therefore, of the four Conventional Motivation Theories, it would appear to me that the “Manifest Needs Theory” is what the Revere Group concentrates on. The Manifest Need Theory is a personality based approach to motivation.
The Individual aspires to accomplish difficult tasks, and is willing to work toward distant goals and willing to put forth effort to attain excellence. “Our employees are grounded, in teamwork, integrity, service and accountability” (Luissier, 2010, p. 340). 2. How might expectancy theory explain The Revere Group’s success in hiring and retaining productive employees? The Revere Group has maintained high employee retention. They firmly believe in training employees to be productive and retain them by allowing them to grow as the company grows. The Revere Group relies heavily on its career-pathing mentor program which uses principles of the Expectancy Theory.
The Expectancy theory states that the employee’s motivation is an outcome of how much the employee wants a reward and the likelihood that the effort will lead to expected performance. Therefore, there is a belief that Valance and the performance (Expectancy) will lead to “reward.” Valence is the significance associated by an individual about the expected outcome. Expectancy is the faith that better efforts will result in better performance. 3. Compare and contrast The Revere Group’s career-pathing program with MBO programs. What are the similarities and differences? The Revere Group’s career-pathing program and corporate MBO programs are very similar in that they are management systems where the objectives are mutually agreed upon so that management and employees have an understanding of the established goals for career advancement. These objectives aim to serve as a basis for greater efficiency and motivation with mentoring and training as the employee advances through the process.
Progress toward agreed-upon objectives is periodically reviewed, the end results are evaluated, and rewards are allocated proportionately. The typical MBO programs center on growing the employee by specific objectives that are determined jointly between an upper level manager and his or her direct subordinate. The Revere Group’s career-pathing, prohibits the subordinate to be mentor by their direct superior. The Revere Group sees such a practice as natural conflict. “If I’m your manager and you want to make a change, how do you tell me that you really don’t want to work in my area?” (Luissier, 2010, p. 340).
4. How does the career-pathing program motivate Revere employees? The Revere Group’s career-pathing model seems to be effective in its employee retention by combining the Expectancy Theory and Positive Reinforcement motivation theories. CEO, Michael Parks begins with career goal planning and regular progress follow-ups. This falls in line with the “Expectancy Theory’s” principle notion that a person’s belief about his or her ability to perform a goal will promote an effort in attainment of the performance goal(s).
Park’s also understands team members need to know how much they’re valued to spur them on to success. (Positive Reinforcement) This is why he specifically appoints mentors who particularly excel in human relations and is not the subordinate’s superior. Removing the natural conflict between manager and a direct report allows the mentor to be more cavalier in validating an employee’s success. Monitoring progress is one thing, but progress needs to be acknowledged. Telling the employee how well they are doing goes a long way in the employee satisfaction and motivation department. 5. What is the role of attitudes and values in the case?
The Revere Group’s management team has expectations of its people that must stem from the expectations they (the employees) set for themselves. This demonstrates the Pygmalion effect attitude system belief. Park’s feels the power of expectations cannot be overestimated. Every manager has expectations of the people who report to them. The career-pathing mentor communicates these expectations. It’s the mentor’s job to coach people to perform in ways that are consistent with the expectations. The Pygmalion effect enables staff to succeed in response to the mentor’s message that they are capable of success and expected to succeed. However, none of the aforementioned is unable to be manifested without a good value system in place. Corporations set their values with the expectation that their leaders will model the values and their employees will buy into the value system and use the values as a vehicle to travel towards the company’s mission and vision. In doing so, they must ensure that the values they pick are truly the values that will be modeled in every circumstance and the recruit individuals commensurate with the value system.
6. What steps should the career-pathing program include to facilitate career planning and development? The Revere Group’s career planning program seems to have all the necessary ingredients for success. This is evident by the high retention. However, I do think career plans should be more flexible to account for changes in market needs, the economy, globalization and overseas competition, and most of all in company priorities and required job skills. All can affect what an employee’s current job consists of, and what it might be in the future. Working at The Revere Group should be the primary goal. Conversely though, The Revere Group should also implement a forward-looking attitude for employees to be prepared for the next job, whatever and wherever that may be. Downsizing, layoffs, and gaps between projects can transform into positive growth too.
7. Describe why Michael Parks and Todd Miller might be described as charismatic or transformational leaders. Charismatic leaders have the ability to sense the gap that exists between what an organization is delivering to its employee, and what the employees need from the organization. Parks and Miller have built their firm on the principle that to grow your company you must also grow its employees. “It’s hard to grow a company if your employees don’t grow too” (Luissier, 2010, p. 340). Miller & Parks want to create a vision of a future state that employees believe will be better than today’s environment.
Employees see them as executives who are able to see how they (employees) fit into this future state, and believe it will be better than today. As “Transitional Leaders” Miller & Parks are distinguished by their capacity to inspire and provide intellectual stimulation and influence to their employees. They create learning opportunities for their followers and stimulate followers to solve problems (Mentorship programs, career-pathing, etc) Transitional Leaders possess good visioning, management skills, to develop strong emotional bonds with their subordinates. Parks & Miller motivate their employees to work for goals that go beyond self-interest. “Transformational leadership is a type of leadership style that leads to positive changes in those who follow” (Cherry, 2011)
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