Reference no: EM132905550

Scenario

Review the following case study very carefully. Based on the given scenario, questions are given in google form. Please write the answers that correlate to the given questions in google form and submit within the given time.

Bengal Enterprise Ltd., Dhaka, Bangladesh, is a fast-growing software company, and provides software solutions to giant global firms for improving sales and performance. It prides itself on its unique and unorthodox culture. Many of its approaches to business practice are unusual, but in Bengal's fast changing and highly competitive environment, they seem to work. Bengal is very careful regrading finding the right people (it calls them "great people") a companywide mission. Recruiters actively pursue the freshest, if least experienced, people in the job market, scouring college career fairs and computer science departments for talented overachievers with ambition and entrepreneurial Instincts. Top managers conduct the first rounds of interviews, letting prospects know they will be pushed to achieve but will be well rewarded. One year, Bengal reviewed 15,000 resumes, conducted 4,000 on-campus interviews, find 850 prospects in for Interviews, and hired 262 college graduates, who account for over a third of its current employees. The cost per hire was so high and that let Rahman believes it was worth every penny. After more than five years working in the field, Samia accepted a new position in Bengal within an emergency call center as a quality improvement coordinator. Her experience left her extremely comfortable with and eager to carry out her new responsibilities. She worked within a group of three others, with one lead person (the director) as her boss heading the final decision-making and the other sharing much of her same responsibilities. Upon accepting the position, her defined role was to listen to and review calls coming in and out of the center, assist call takers and supervisors with necessary improvements and/or remedial training recommendations, and to ensure that all calls comply with mandated guidelines. She eventually began to do what she was hired to do, and started documenting and working towards the improvements she was told she was responsible for, 4 but any time she tried to address them with the director, she was told not to worry about it and just to keep the review numbers up. Day by day, she carried out the same job with the same results. Any time she tried to pursue improvements or training, it fell upon deaf ears. When she tried to take on new responsibilities, she was not able to successfully fulfil them because she was trained so poorly. When it came time for semi-annual feedback, she would receive mediocre scores based on all of the things that she did not do, but the director failed to acknowledge that they were not done because of the lack in training. No matter how much effort she applied towards being really great, she consistently lacked the resources needed. Ultimately, Samia had to make the choice to give up her career. The design of this job was flawed, in the sense that it simply did not exist. The pay was great, the fringe benefits were above and beyond what any company could offer, and her passion for the job was unrivalled; but none of this was worth the feeling of not being able to a job that was so important to her.

Based on the above situation, describe the demotivating factors of Samia towards her job and being an HR manager, how can you design her job to motivate towards the job performance.