I Am Qualified, Why Not Me?;Five years ago, when Bobby Bret joined Crystal Productions as a junior accountant, he felt that he was on his way up. He had just graduated with a B+ average from college, where he was well liked by his peers and by the faculty and had been an officer in several student organizations. Bobby had shown a natural ability to get along with people as well as to get things done. He remembered what Roger Friedman, the controller at Crystal, had told him when he was hired: ?I think you will do well here, Bobby. You?ve come highly recommended. You are the kind of guy that can expect to move right on up the ladder.?;Bobby felt that he had done a good job at Crystal, and everybody seemed to like him. In addition, his performance appraisals had been excellent. However, after five years he was still a junior accountant. He had applied for two senior accountant positions that had come open, but they were both filled by people hired from outside the firm. When the accounting supervisor?s job came open two years ago, Bobby had not applied. He was surprised when his new boss turned out to be a hotshot graduate of State University whose only experience was three years with a large accounting firm. Bobby had hoped that Ron Greene, a senior accountant he particularly respected, would get the job.;On the fifth anniversary of his employment at Crystal, Bobby decided it was time to do something. He made an appointment with the controller. At that meeting Bobby explained to Mr. Friedman that he had worked hard to obtain a promotion and shared his frustration about having been in the same job for so long. ?Well,? said Mr. Friedman, ?you don?t think that you were all that much better qualified than the people that we have hired, do you?? ?No,? said Bobby, ?but, I think I could have handled the senior accountant job. Of course, the people you have hired are doing a great job too.? The controller responded, ?We just look at the qualifications of all the applicants for each job, and considering everything, try to make a reasonable decision.?;Questions;1. Do you believe that Bobby has a legitimate complaint? Explain.;2. Explain the impact of a promotion-from-within policy on outside recruitment.;********************************************************************;Case study;Though it may seem fairly obvious that receiving praise and recognition from one's company is a;motivating exper ience,sadly many companies are failing miserably when it comes to saying "thanks;to their employees. According to Curt Coffman, global practice leader at Gallup, 71 percent of U.S.;workers are "disengaged," essentially meaning that they could care less about their organization.;Coffman states, "We're operating at one-quarter of the capacity in terms of managing human capital.;It's alarming." Employee recognition programs, which became more popular as the U.S. economy;shifted from industria l to knowledge-based, can be an effective way to motivate employees and make;them feel valued. In many cases, however, recognition programs are doing "more harm than good;according to Coffman.;Take Ko, a SO-year-old former employee of a dot-com in California. Her company proudly instituted;a rewards program designed to motivate employees. What were the rewards for a job well-done?;Employees would receive a badge which read "U Done Good" and, each year, would receive a T-shirt as;a means of annual recognition. Once an employee received 10 "U Done Good" badges, he or she could;trade them in for something bigger and better-a paperweight. Ko states that she would have;preferred a raise. "It was patronizing. There wasn't any deep thought involved in any of this." To;make matters worse, she says, the badges were handed out arbitrarily and were not tied to;performance. And what about those T-shirts? Ko states that the company instilled a strict dress;code, so employees couldn't even wear the shirts if they wanted to. Needless to say, the employee;recognition program seemed like an empty gesture rather than a motivator.;Even programs that provide employees with more expensive rewards can backfire, especially if the;rewards are given insincerely. Eric Lange, an employee of a trucking company, recalls the time when;one of the company's vice presidents achieved a major financial goal for the company. The vice;president, who worked in an office next to Lange, received a Cadillac Seville as his company car;and a new Rolex wristwatch that cost the company $10,,000. Both were lavish gifts, but the way they;were distributed left a sour taste in the vice president's mouth. He entered his office to find the;Rolex in a cheap cardboard box sitting on his desk, along with a brief letter explaining that he;would be receiving a 1099 tax form in order to pay taxes on the watch. Lange states of the vice;president, "He came into my office, which was right next door, and said, 'Can you believe this?"' A;mere 2 months later, the vice president pawned the watch. Lange explains, "It had absolutely no;meaning for him.;Such experiences resonate with employees who may find more value in a sincere pat on the back than;gifts from management that either are meaningless or aren't conveyed with respect or sincerity.;However, sincere pats on the back may be hard to come by. Gallup's poll found that 61 percent of;employees stated that they haven't received a sincere "thank you" from management in the past year.;Findings such as these are troubling, as verbal rewards are not only inexpensive for companies to;hand out but also are quick and easy to distribute. Of course, verbal rewards do need to be paired;sometimes with tangible benefits that employees value-after all, money talks. In addition, when;praising employees for a job well-done, managers need to ensure that the praise is given in;conjunction with the specific accomplishment. In this way, employees may not only feel valued by;their organization but will;also know what actions to take to be rewarded in the future.;Read the above case study and answer the questions below:-;1. If praising employees for doing a good job seems to be a fairly easy and obvious;motivational tool,why do you think companies and managers don't often do it?;2. As a manager, what steps would you take to motivate your employees after observing them;perform well?;3. Are there any downsides to giving employees too much verba l praise? What might;these downsides be and how could you alleviate them as a manager?;4. As a manager, how wou ld you ensure that recognition given to employees is distributed;fairly and justly?
Paper#31595 | Written in 18-Jul-2015Price : $22