2. What do you think Mary will do now? Later? 3. What psychological, motivationa

Question

2. What do you think Mary will do now? Later? 3. What psychological, motivational, and perceptual factors are applicable to this scenario? 4. If you were the manager in this situation and Mary came to you, what would you do or say?
It Isn't Fair Mary Jones was in her senior year at Central University and interviewing for jobs. Mary was in the top 1 percent of her class, active in numerous extracurricular activities, and highly respected by her professors. After the interviews, Mary was offered positions with every company with which she interviewed. After much thought, she decided to take the offer from Universal Products, a multinational company. She felt that the salary was superb ($40,000), there were excellent benefits, and there was good potential for promotion. would have been down there for another three weeks, and I was getting tired of the mosquitoes. ks for sending her Universal Products, like most companies, has a yearly performance review system. Since Mary had been with the company for a little over one year, it was time for hview. Mary entered her manager's office nervous, since this was her first review ever and she didn't know what to expect. After closing the door and exchanging the usual pleasantries, her manager, Tom, got right to the point. Mary started work a few weeks after graduation and learned her job assignments and responsibilities thoroughly and quickly. Mary was asked on many occasions to work late Tom: Well, Mary, as I told you last week this meeting would be for your annual review. As you are aware, your performance and compensation are tied together. Since the philosophy of the company is to reward those who perform, we take these reviews very sincerely. I have spent a great deal of time thinking about your performance over the past year, but before I begin I would like to know your impressions of the company, your assignments, and me as a manager. se report deadlines were often moved forward. Without hesitation she said "Of course!" even though as an exempt employee she would receive no overtime Frequently she would take work home with her and use her personal computer to do further analyses. At other times she would come into the office on weekends to monitor the progress of her projects or just to catch up on the ever- growing mountain of correspondence. Mary: Honestly, Tom, I have no complaints. The company and my job are everything I was led to believe. I enjoy working here. The staff are all very helpful. I like the team atmosphere, and my job is very challenging. I really feel appreciated and that I'm making a contribution. You have been very helpful and patient with me. You got me involved right from the start and listened to my opinions. You taught me a lot and I'm very grateful. All in all I'm happy being here. On one occasion her manager asked her to take on a difficult assignment. It seemed that the company's Costa Rican manufacturing facility was having production problems. The quality of one of the products was highly questionable, and the reports on the matter were confusing. Mary was asked to be part of a team to investigate the quality and reporting problems. The team stayed in poor accommodations for the entire three weeks they were there. This was because of the plant's location near its resources, which happened to be in the heart of the jungle. Within the three-week period the team had located the source of the quality problem, corrected it, and altered the reporting documents and processes. The head of the team, a quality engineer, wrote a note to Mary's manager stating the following: "Just wanted to inform you of the superb job Mary Jones did down in Costa Rica. Her suggestions and insights into the reporting system were invaluable. Without her help we Tom: Great, Mary, I was hoping that's the way you felt because from my vantage point, most of the people you worked with feel the same. But before I give you the qualitative side of the review, allow me to go through the quantitative appraisal first. As you know, the rankings go from 1 (lowest) to 5 (highest). Let's go down each category and I'll explain my reasoning for each. Tom starts with category one (Quantity of Work) and ends with category ten (Teamwork). In each of the categories, Tom has either given Mary a5

Explanation / Answer

Before meeting Sue:

Mary Jones was in her senior year at Central University. She was in the top 1 percent of her class. Before Mary met Sue, she detained the company in high admiration and was proud of working for Universal Manufacturers. The company's organizational culture was favorable for her, and all her colleagues were helpful. In addition to this, she worked hard without any hesitations. Her input to the company was being appreciated and she was given challenging assignments which presented practical experience to her. Once, in company’s Costa Rican manufacturing facilities was having production problem where Mary has done superb job to solve the problem. Her manager, Tom had positive thoughts of her and she passed her annual review. Her salary was increased by 10% from $40,000, whereas most employees had an increase of 5%. However, after Mary met Sue, her attitude towards the company changed.

After meeting Sue:

Sue had joined the company a year later than Mary and yet her starting salary was $45,000, which was $5,000 more than the salary they had started Mary with. It is also $1000 more than Mary would receive after her 10% increase, which is $44,000. This revealed a level of discrimination and inequitable treatment of employees since employees have to to be remunerated according to their effort to the company. Mary had similar qualifications with Sue when she joined the organization and had put in hard work, which was recognized by everyone in the company. However, the fact that little over than one year after putting in these efforts, she would still have lower pay than Sue, who had recently joined the organization made her have a negative attitude towards the company.

Changes in Mary’s attitude towards The Company:

Mary's attitude towards the company changed and became negative due to this perception of discrimination and unfairness. The changes in attitude will possible influence her ability to perform, and this may have a negative impact on the company.

2 answer

After Mary changes her attitude towards the company, her performance will be affected.

At present, she will not do anything which may put her in the spotlight, but she will be secretly looking for opportunities in other renounced companies. Her qualifications and experience will make her a worth to any company. In the long run, she is likely to search for employment in a company which does not discriminate against employees and pays them according to their input in the company. At present she would put less effort in the company due to a decrease in motivation. She would not resign immediately since she does not have an alternative job which would pay her bills. However,

Later, she would resign after she successfully obtains employment in a company which values her input and remunerates all employees according to their input.

3 answer-

There are various motivation theories which explain the case study. However, the expectancy theory of motivation applies best to this scenario of case study. This theory was advanced by Vroom, and it explains the process which employees go through when making choices. Vroom’s expectancy theory describes that motivation as a function of an individual’s belief concerning-

The reasons behind how Vroom’s expectancy theory relates to this case study are discussed below:

Mary was given challenging assignments like Costa Rican manufacturing facilities production problem where Mary gave her best effort and has done superb job to solve the problem which presented her performance toward the company. This reflects one of the expectancy theory’s terms and concept called EXPECTENCY.

Tom was happy about Mary’s performance and had positive thoughts about her. As a result, Tom rewarded her through increase in her salary by 10% from $40,000. This reflects another expectancy theory’s terms and concept called INSTRUMENTALITY.

Again, after meeting with Tom, Mary was so happy like she was floating on air. She heard from other employees that most employees had an increase of 5% whereas she got 10% increase in her salary. This value of reward is highly positive to her. This reflects another expectancy theory’s terms and concept called VALENCE.

However, these thoughts became negative after realizing that Sue received a higher salary in spite of her low input to the organization. Employers should pay employees higher salaries if they perform well and lesser salaries if they are new to the job or have lower input to the organization.        

4th answer

My reaction would have been same as her manager.I believe as per his role and responsibilities he has done things.

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