Reference no: EM132968418

Two middle managers were discussing how they might better motivate their subordinate managers. Doris feels that the single most important "carrot" she can offer is a significant raise and increases in the cash value of fringe benefits. Frances holds that recognition in several forms is the best way to stimulate high performances. She believes that if people know what she expects from them and what the rewards for meeting those expectations will be, they will respond. In Frances's words, "Nothing stimulates high performance so effectively as a pat on the back, a letter of commendation in a manager's file, and praise from higher-ups in writing. "Without these," Frances, continued, "no person is going to get promoted.

"Frances, you are naive," said Doris. "Words are pretty cheap, and our people know it. Words, without the backing of money rewards, can't motivate anyone. I have tried praise, but in the case of Thomas Monroe, my newest subordinate, money did the trick. When Tom came on board last year, we had to hire him at the top end of his pay spread. I told him this in his interview. He knew that it would be at least twelve months before he could receive a decent raise. For the past ten months, he has been a mediocre performer. But since then, with his review approaching, he has become my star performer. If that doesn't prove my point, nothing will."

"Well," said Frances, "one case does not prove the rule for me. I have some experience in motivation, too, and it tells me that I am right, at least as far as my people are concerned. Most of my subordinates want to move up. We are fortunate to have a growing company with new branches opening up each year. Without my recommendation, my people know that they are going to stay where they are". "Most of my people live for the here and now," said Doris. "Cash in hand or just out of reach is the ticket. Those who don't work for money are few and far between. The promise of a promotion won't pay today's bills, and it sure won't work to motivate new people. Most of my subordinates have only been here a few years. Most came up from various parts of the company. They know if they please me I will be generous. That's the secret to my reputation as well. When they look good, I look good". At this point, Jeff Bradley came over. He had overheard their conversation and asked if he could join them. Frances said of course he could join them and asked if he had any opinions about motivating subordinates.

"I'm no expert on the subject," said Jeff, "but I have had six years of experience as a manager and about five before that as a worker in two different companies. My basic philosophy is that people have different needs and expectations from work, and the better you can help them meet those needs and satisfy those expectations, the better they will perform for you." Jeff went on to tell them about one of his subordinates. "With Helen Aegis, punishment seems to work the best. I had talked with her on numerous occasions and until I took action to discourage her negatives, she didn't respond. But she is a widow and has two kids. The last thing she needs is to lose her job. She's a great performer now that she knows that my bark has a bite. Helen needs a job, and as long as she performs to the standards I set, she knows she'll have one."

Q1. Do you think that Doris is correct? Why or why not?

Q2. Is Jeff practicing the reinforcement theory? Why or why not?

Q3. Is Frances using the expectancy theory? Why or why not?