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72. Sharon Kendall, a single mother of three, was the best secretary in the
accounting division for more than a decade. Sharon excelled at the detail work in
report preparation, liked the variety of dealing with the people in the department,
and managed occasional outside division contact very well. Five to seven
secretaries shared the division work. Sharon usually helped out on parts of many
projects and seldom followed a project or document set from start to finish. Four
her?" They came up with three options. The first was to write a piece for the
corporate newsletter featuring Sharon. There was an "EMPLOYEE EXCELLENCE
FOCUS" section. In addition to the article, the featured employee was given a
$500 bonus. The second idea was to promote her to division secretary
supervisor, giving her oversight of all the accounting division secretarial staff and
their work. She would have her own office, a nice raise, and regular 9 to 5
working hours. The third option was to send her to an accounting and finance
technical school for six months. This option would bring more money, more
challenge, more opportunity, and a work cubicle on the fifth floor with other
accountants. The consultant mentioned that a slot in the next cycle of the
six months, you'll have a new office on the fifth floor. You have been the best
secretary ever in this division. I know you will be a great accountant.
Congratulations!" He extended his hand to Sharon. Sharon stabbed Ryan's hand
with a fork and shouted, "You insensitive jerk. I quit!" Puzzled, Ryan rubbed his
hand as Sharon rushed out of the restaurant. Please refer to this scenario for the
following question.
© 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution
in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
AACSB: Analytic
Blooms: Evaluate
Difficulty: 3 Hard
Learning Objective: 06-01 Explain the expectancy theory of motivation and its components.
Learning Objective: 06-02 Articulate the benefits of rewards beyond money.
Learning Objective: 06-03 Describe five forms of job characteristics.
Learning Objective: 06-04 Explain how improving job characteristics increases work motivation.
Learning Objective: 06-05 Explain the conditions under which goal setting is most effective.
Learning Objective: 06-06 Explain different behavioral strategies available to a manager applying reinforcement theory.
Topic: Framing Motivation Challenges and Ideas: The Expectancy Theory
Topic: The Job as a Source of Motivation
Topic: The Manager as a Source of Motivation
Topic: The Multidimensional Nature of Performance
Topic: The Person as a Source of Motivation
73. Sharon Kendall, a single mother of three, was the best secretary in the
accounting division for more than a decade. Sharon excelled at the detail work in
report preparation, liked the variety of dealing with the people in the department,
and managed occasional outside division contact very well. Five to seven
secretaries shared the division work. Sharon usually helped out on parts of many
projects and seldom followed a project or document set from start to finish. Four
years ago, Sharon's manager, Ryan Reece, rewarded Sharon's excellent work
with the ability to arrange a flexible work schedule. Since then, Sharon has
attended all of her sons' soccer games and her daughter's recitals. Recently,
Ryan walked past Sharon's desk and asked, "How's everything?" Sharon replied,
"The kids are great, but I'm starting to get bored with this job." Ryan hurried to
the corporate motivation expert. "Sharon is a great employee. How can we keep
her?" They came up with three options. The first was to write a piece for the
challenge, more opportunity, and a work cubicle on the fifth floor with other
accountants. The consultant mentioned that a slot in the next cycle of the
accounting school had just opened up. Ryan thanked the consultant for all his
help and arranged to take Sharon to lunch to tell her of his solution to her
boredom. Ryan began the lunch with, "You scared me when you said you were
bored at work. I was afraid you would resign. So, I went to corporate and have
found the perfect solution." Ryan ended his news about the accounting school
with, "So, it's all set. You fly to the coast next Monday, and when you get back in
© 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution
in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
six months, you'll have a new office on the fifth floor. You have been the best
secretary ever in this division. I know you will be a great accountant.
Congratulations!" He extended his hand to Sharon. Sharon stabbed Ryan's hand
with a fork and shouted, "You insensitive jerk. I quit!" Puzzled, Ryan rubbed his
hand as Sharon rushed out of the restaurant. Please refer to this scenario for the
following question.
Evaluate Ryan Reece's efforts to increase Sharon Kendall's motivation. Use
these six "prescriptions" from the text: recognize individual differences; set good
goals; strive for fairness; link rewards and punishments to performance; give
credit where credit is due; and, model the way.
Student answers will vary, but Ryan did a few things well and many things poorly.
74. Sharon Kendall, a single mother of three, was the best secretary in the
accounting division for more than a decade. Sharon excelled at the detail work in
report preparation, liked the variety of dealing with the people in the department,
and managed occasional outside division contact very well. Five to seven
secretaries shared the division work. Sharon usually helped out on parts of many
projects and seldom followed a project or document set from start to finish. Four
years ago, Sharon's manager, Ryan Reece, rewarded Sharon's excellent work
with the ability to arrange a flexible work schedule. Since then, Sharon has
attended all of her sons' soccer games and her daughter's recitals. Recently,
Ryan walked past Sharon's desk and asked, "How's everything?" Sharon replied,
"The kids are great, but I'm starting to get bored with this job." Ryan hurried to
the corporate motivation expert. "Sharon is a great employee. How can we keep
her?" They came up with three options. The first was to write a piece for the
corporate newsletter featuring Sharon. There was an "EMPLOYEE EXCELLENCE
help and arranged to take Sharon to lunch to tell her of his solution to her
boredom. Ryan began the lunch with, "You scared me when you said you were
bored at work. I was afraid you would resign. So, I went to corporate and have
found the perfect solution." Ryan ended his news about the accounting school
with, "So, it's all set. You fly to the coast next Monday, and when you get back in
six months, you'll have a new office on the fifth floor. You have been the best
secretary ever in this division. I know you will be a great accountant.
Congratulations!" He extended his hand to Sharon. Sharon stabbed Ryan's hand
with a fork and shouted, "You insensitive jerk. I quit!" Puzzled, Ryan rubbed his
hand as Sharon rushed out of the restaurant. Please refer to this scenario for the
following question.
What would you have done in Ryan Reece's position to address Sharon Kendall's
boredom? Use expectancy theory to diagnose the issue. Apply at least one
relevant theory from each of these areas: personal, job, and managerial.
© 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution
in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
AACSB: Analytic
Blooms: Evaluate
Difficulty: 3 Hard
Learning Objective: 06-01 Explain the expectancy theory of motivation and its components.
Learning Objective: 06-02 Articulate the benefits of rewards beyond money.
Learning Objective: 06-04 Explain how improving job characteristics increases work motivation.
Learning Objective: 06-05 Explain the conditions under which goal setting is most effective.
Learning Objective: 06-06 Explain different behavioral strategies available to a manager applying reinforcement theory.
Topic: Framing Motivation Challenges and Ideas: The Expectancy Theory
Topic: The Job as a Source of Motivation
Topic: The Manager as a Source of Motivation
Topic: The Multidimensional Nature of Performance
Topic: The Person as a Source of Motivation
75. Sharon Kendall, a single mother of three, was the best secretary in the
accounting division for more than a decade. Sharon excelled at the detail work in
report preparation, liked the variety of dealing with the people in the department,
and managed occasional outside division contact very well. Five to seven
secretaries shared the division work. Sharon usually helped out on parts of many
projects and seldom followed a project or document set from start to finish. Four
years ago, Sharon's manager, Ryan Reece, rewarded Sharon's excellent work
with the ability to arrange a flexible work schedule. Since then, Sharon has
attended all of her sons' soccer games and her daughter's recitals. Recently,
Ryan walked past Sharon's desk and asked, "How's everything?" Sharon replied,
six months, you'll have a new office on the fifth floor. You have been the best
secretary ever in this division. I know you will be a great accountant.
Congratulations!" He extended his hand to Sharon. Sharon stabbed Ryan's hand
with a fork and shouted, "You insensitive jerk. I quit!" Puzzled, Ryan rubbed his
hand as Sharon rushed out of the restaurant. Please refer to this scenario for the
following question.
Is there a way for Ryan Reece to keep Sharon from leaving at this point? Use any
relevant motivational theory in your discussion. These six "prescriptions" from
the text may be helpful: recognize individual differences; set good goals; strive
for fairness; link rewards and punishments to performance; give credit where
credit is due; and, model the way.
© 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution
in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
