APPLYING MOTIVATION THEORIES
You are in-charge of a small department and have three subordinates – Yogesh, Pawan and
Kapil. The key to the success of your department is to keep these employees as motivated as
possible. Here is a brief summary profile on each of these subordinates. Yogesh is the type of
employee who is hard to figure out. His absenteeism record is much higher than average. He
greatly enjoys his family and thinks they should be central to his life. He believes in hippie
culture. As a result, the things that the company can offer him really inspire him very little. He
feels that the job is simply a means of financing his family‘s basic needs and little else. Overall,
Yogesh does adequate job and is very conscientious, but all attempts to get him to do more have
failed. He has charm and his friendly, but he meets the minimal standards of performance. Pawan
is in many aspects different form Yogesh. Like Yogesh, he is a likeable guy, but unlike Yogesh,
Pawan responds well to the company‘s rules and compensation schemes and has a high degree of
personal loyalty to the company. The problem with Pawan is that he will not do very much
independently. He does well with what is assigned to him, but he is not very creative. He is also
a shy person who is not very assertive when dealing with people outside the department. This
impacts his performance to certain extent because he cannot immediately sell himself to other
departments of company as well to top management. Kapil, on the other hand, is a very assertive
person. He will work for money and would readily change jobs for more money. He really works
hard for the company but expects the company also tow work for him. In his present job, he feels
no qualms about working a 60-hour week, if the money is there. Even though he has a family and
is supporting his elder father, he once quit a job when his employer didn‘t give him a raise on the
basis that he was already making too much. He is quite a driver. A manager at his last place of
employment indicated that, although Kapil did do an excellent job for the company, his
personality was so intense that they were glad to get rid of him. His former boss noted that Kapil
just seemed to be pushing all he time. If it wasn‘t for more money, it was for better fringe
benefits; he never seemed satisfied.
Q.1 Explain Yogesh, Pawan & Kapil motivations by using one or more motivation theories?
Q.2 Who does perceive money as being a direct reward and motivation for performance?
Q.3 How does the equity theory applicable on the motivation levels of Yogesh, Pawan and
20-Case study: APPLYING MOTIVATION THEORIES
Dr. Alok Banarjee is the Chief Executive of a medium sized pharmaceutical firm in Kolkata. He
holds a Ph.D. in pharmacy. However, he has not been involved in research and development of
new products for two decades. Though turnover is not a problem for the company, Dr. Banarjee
and his senior colleagues noticed that the workers on hourly basis are not working upto their full
potontial. It is a well-known fact that they filled their days with unnecessary and unproductive
activities and worked only for the sake of a pay cheque. In the recent past the situation has
become quite alarming as the organisation began to crumble under the weight of uneconomical
effort. The situation demanded immediate managerial attention and prompt remedial measures.
Dr. Banarjee knew very well that the only way to progress and prosper is to motivate workers to
peak performance through various incentive plans. One fine morning, Dr. Banarjee contacted the
Personnel Manager and enquired: ―What is the problem with the workers on hourly basis? The
wage bill shows that we pay them the highest in the industry. Our working conditions are fine.
Our fringe benefits are excellent. Still these workers are not motivated. What do they require
really? The Personnel Manager gave the following reply: ―I have already informed you a
number of times, that money, working conditions and benefits are not enough. Other things are
equally important. One of the workers in that group recently gave me a clue as to why more and
more workers arejoining the bandwagon of ‗non-performers‘. He felt bad that hard work and
efficiency go unnoticed and unrewarded in our organisation. Our promotions and benefits plans
are tied to length of service. Ecen the lazy workers, accordingly, enjoy all the benefits in the
organisation, which infact, according to the workers, should go only to those who work hard‖.
Dr. Banarjee then wanted the personnel manager to look into the problem more closely and find
out a solution to the problems of workers on hourly basis.
(i) Explain the motivational problem in this case. If you were the manager, how would
you motivate the employees so that they work better?
(ii) What would be your response to Banarjee‘s statement (In the last para of the case), if
you were the Personnel Manager in the company.