Case Study

MBA 423 Team 1: Pasifik Fusion

Rachna LalS11040940

Kasanita RatuS11009225

Isireli DausigaS89765030

Siema ApineluS99006767

Hanisivai VisantiS11112274

Faga PauloS01000260

Rosa MotufagaS11039695

Team Members

OverviewOverview

•Summary: Case Study

•Problems

•Consequences

•Perceptions

•Job Design Changes

•Job Characteristic Model

•Motivators

•Demotivators

•Old vs New

•Manipulation or Motivation

Foy &Pirelli

Problems

Positive Change

s

Summary Case Study

Old Foy & Pirelli

Nothing to do

Authoritarian Management

Style

Conflict of interest

Oppression & Discouragement

MarginalisationDisengaged

Staff

No Equal Employment Opportunities

Personal Life Affected

Problems

Consequences

High turnover

High stress levels

Increased dissatisfaction

Resentment

Insomnia

Depression

New Foy & Pirelli

Result Orientated

Management

Freedom

Employee Initiative

Encouraged

Equal Employment Opportunitie

s Salary&

Benefits

Great work life balance

Complete job satisfaction

Current Situation

Question 1

What changes in the job design have contributed to Ashley’s new

perception of her job at Foy and Pirelli?

Old PerceptionThere wasn’t much to do

Things needed to be done by the book and had to be constantly checked by the boss

Promote investments sponsored by the company’s major shareholder Yarra Bank

Any new suggestions or systems were opposed to as change was not being brought about

Discriminated for being young and a woman

New PerceptionResult-oriented boss. Perform and get all the freedom. Don’t perform then three strikes and you are out

No one to question the work done

Ashley is her own boss

Pay increment and bonus based on performance

Work extremely hard and make big money

A result-oriented boss who recognises performance and rewards accordingly

As long as you perform, no one questions the work done

Pay increment and bonus based on performance as opposed to being based on gender and age

New ideas are welcome

Given responsibility based on what one can handle

Types of job

designs

Job simplification

or specialization

Job enlargement

Job enrichment

Job rotation

Job Design Changes

Job Simplification/Specialisation: Repetitive, precise and simplified tasks By the book Opposition to change New management perspective

Job Design Changes

Job EnrichmentBasic changes

Job content

Employee opportunityExperience greater achievementRecognitionResponsibilityGrowth

Ashley’s perspective - New managementJob enrichment applicable to her job design

Question 2

Using the Job Characteristics Model, identify and discuss the motivators and

demotivators present in Ashley’s "old" and "new” jobs.

Motivators

Self motivation Business and existing clients increased by 30%

Top performance in the group Get bonus of one month’s salary

Motivators

New management:

Totally results orientated

100% commitment

Everyday is exciting at work

No words of discouragement

Pay increase and performance bonus of 4 months salary

Change of job title

Recognition

Demotivators

No contribution for improvement

No recognition and rewards as promised

New ideas not accepted

No freedom to plan, schedule and decide work

procedures

Question 3

Would you prefer to work at the "old" or

the "new" Foy and Pireli? Why?

Foy & Pirelli Foy & Pirelli

New Foy & Pirelli

Why?

Simple - CHANGE is global phenomenon!!!

Change since industrial revolution

New Foy & Pirelli will entice good talent: Talent Innovation Flexibility Promotion based on merit Bonuses Welfare of workers Freedom to maneuver outside your comfort zone Mission focused Result oriented leadership

Question 4

Do you think Ashley's new "love of work”

is the product of cunning management

manipulation?  Why or why not?

Discern Difference

Who benefits?

What’s the outcome?

What’s the basis?

Motivated Manipulated

Who benefits? Employee Manager

What’s the outcome? Everybody winsOne person gains another loses

What’s the basis?• Mutual understanding• Employee buy-in

• Only benefits one person

• Employee isolation

Strengthen employee engagement

Kills employee engagement

Manipulation or not?

No manipulation

Why?

Clear communicationExpectations & consequencesFeedback on performance

No deceptionAutonomyMutually beneficialEmployee engagement

High motivation

High performance

High satisfaction

Positive bottom line

Low turnover

Low absenteeism

References• Raymond J. Stone (2013). Managing Human Resources; (4th edition 2013); John Wiley & Sons

Australia Ltd; Sydney.

• http://www.languageintelligence.com/wp-content/uploads/2015/02/questions1.jpg

• http://www.frontstream.com/30-inspirational-employee-engagement-quotes/

• http://www.skepticalob.com/wp-content/uploads/2014/03/iStock_000015377189Small-copy.png

• http://sa.berkeley.edu/sites/default/files/images/employee_engagement.gif

• http://images.slideplayer.com/1/443933/slides/slide_12.jpg

• http://www.nao.org.uk/graduateblog/wp-content/uploads/sites/19/2014/05/new-and-old-sign.jpg

• https://www.linkedin.com/pulse/leaders-do-you-motivate-manipulate-jeremy-kingsley

• http://info.profilesinternational.com/profiles-employee-assessment-blog/bid/209103/The-Difference-Between-Manipulation-and-Motivation

• http://www.sameningeld.nl/wp-content/uploads/2014/07/Vragen.jpg

• http://adjobs.rapidresponse.netdna-cdn.com/wp-content/uploads/2014/01/hiring-addiction-staff.jpg

• http://pas-wordpress-media.s3.amazonaws.com/content/uploads/2014/08/shutterstock_144891205.jpg

Thank you for your time!