Define the problem() in this case, using as many theories of motivation from this chapter as you thinkmight apply.2.Discuss the practical implications for each of the models you use, In other words, what do these models3.suggest the supervisor should do or say as a consequence of defining the problem from that perspective?What are some of the perspectives on organizational behavior that could explain the apparently highlevels of motivation among the four employees? What models might explain jess's motivation?4. Which of the theories or models do you think fit best with which employees and why?3. What conclusions can you draw, or what observations can you make, about motivation theory Research ? create a service where none had existed before.take initiative and demonstrate creativity are critical in helping the unit to establish itself politically and toSusan, on the other hand, has become quite "creative" in the sense that she has ceased to check with Jessoccasions, she has promised things to representatives of organizations and to elected officials that the SOS(or anyone) on important policy matters before speaking to external groups and individuals. On severalprogram simply could not deliver. On other occasions, she has misrepresented her role as a staff member,instead leaving the impression that she was directing the unit. This has embarrassed Jess and her supervisorsarena, she has developed an open disdain for the regular workload in her area. She routinely missesmore than once. Despite Susan's apparent desire to be "in the limelight" in the political and communitydeadlines and fails to complete important paperwork.Jess has met with Bob and Susan separately to discuss her dissatisfaction with their performance. Beingamatter-of-fact person, Jess simply told them that their work was not up to par and that she expected them toimprove. For a week or so, things seemed to get better. But the same problems quickly resurfaced.The other four employees Jess hired are doing well. They have what she considers good work habits: Theyusually are on time and are willing to work hard to help the new unit succeed. They seem to be eager to dowell. She can count on them to complete assigned tasks and meet deadlines. Each of them, in his or her ownway, also has demonstrated a willingness to go "above and beyond" and to make positive suggestions forimproving the operations and services of the unit.But the problems with Susan and Bob are beginning to drag down the morale of the other employees andcertainly are causing Jess's attitude toward work to suffer. Jess has not talked to either of them about theseproblems for several weeks because she has not been able to figure out what to do or say. But at differenttimes this morning, both Susan and Bob came to Jess's office asking her to recommend them for promotionto a position that opened up recently in the Child Welfare unit similar to SOS. Jess does not know how tohandle these requests. More troubling, she does not know how to address the longer term problems ofmotivating all of her employees to do well.1. Define the problem(s) in this case, using as many theories of motivation from this chapter as you thinkmight apply.2. Discuss the practical implications for each of the models you use. In other words, what do these modelssuggest the supervisor should do or say as a consequence of defining the problem from that perspective?3. What are some of the perspectives on organizational behavior that could explain the apparently highlevels of motivation among the four employees? What models might explain Jess's motivation?4. Which of the theories or models do you think fit best with which employees and why?5. What conclusions can you draw, or what observations can you make, about motivation theory andresearch?

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Answered: the longer term problems of employees…

17th Edition

ISBN:9780134492513

Author:Kotler, Philip, Armstrong, Gary (gary M.)

Publisher:Kotler, Philip, Armstrong, Gary (gary M.)

Chapter1: Marketing: Creating Customer Value And Engagement

Section: Chapter Questions

Problem 1.1DQ