'Perfect Pizzeria: Case study Essay\r'

'Job gaiety is a key driver to corporate success. It is opened that at Perfect Pizzeria employees ar dissatisfy with their counterfeit environment. In order to get over muse dissatisfaction, one might influence employee motivation by applying the expectancy system †the theory of motivation that suggests employees ar more potential to be motivated when they observe their motilitys will result in successful procedure and ultimately, desired settle withs and outcomes (McShane and Travaglione 2007, p146).\r\nThe effort-to- make outance (E-to-P) expectancy is the belief that increased effort will lead to increased mathematical process. In the record case, the conjunction has no systemic criteria in hiring and starchy training for mangers reduce the capability of doing the ponder successfully. Also, the indistinct parting perception for night managers to perform regular employees’ duties and for suspensor managers to learn bookkeeping and guidance reduce competency. In order to strengthen the someone’s belief that s/he is subject to perform the task, the telephoner should select the appropriate person with the necessary skills to do the line of merchandise and to clearly conduct the tasks required for each position. Furthermore, managers should provide the necessary support to hire the transmission line done and to create workforce harmony.\r\nThe surgery-to-outcome (P-to-O) expectancy is the belief that procedure at a certain level will result in the attainment of outcomes. The case suggested that employees be not reward based on their performance as they notwithstanding earn the minimum wage. On the some other hand, mangers are rewarded based on the percentage of aliment unsold or damaged, which is not spiritedly correlated to performance. In order to increase the belief that good performance will result in pryd outcome, the company should transparent the process that determines employee’s reward and explicate the outcome that will result from the desired performance. close importantly there should be an accurate criterion of chisel performance in place.\r\nThe outcome valence (V) is the importance that the individual places upon the expected outcome. Employees may principally motivated by money and equality, which is deprived at the present situation. In order to ensure rewards are valued by employees, the company should distribute bounty for desired performance and abet fairness indoors the company.\r\nThe MARS model of individual behaviour highlights quaternary factors that influence employees’ behaviour and explain the current resulting performance (McShane and Travaglione 2007, p36). The inequality of reward to performance discourage efforts (motivation), the pair of individual competencies with capriole requirement undermine employees’ performance (ability), the replicate of duties between night managers and regular employees and assistant man agers dimmed their assigned tasks (role perceptions), and the retaliatory measures between managers and employees restrains employees to action their performance potential.\r\nTo overcome the motivation problem, the company should promote equality in the distribution of rewards. The Equity theory suggests that employees strive for equity between themselves and other workers, and then positive outcomes and high levels of motivation fecal matter be expected only when employees perceive their treatment to be fair †when the ratio of employee outcomes over inputs is equal to other employee outcomes over inputs (McShane and Travaglione 2007, p154). The first move to adjust the under-reward shabbiness for employees is to make them engage in organisational citizenship by mobilizing restricted workers to full-time caper. The company should pay a competency-based reward system in place. When employees show olympian competence in workforce, their pay will get increase with the skil ls demonstrated in order to honor the probability of that specific behavior †positive reinforcement. On the other hand, instead of having a percentage of food unsold or damaged bonus scheme, managers should be rewarded based on their performance and qualification. This would be an equitable solution for both managers and employees.\r\nTo overcome the ability problem, the company should select employees whose existing competencies best fit the required tasks. This mismatch of ability can be seen where relatively young and inexperienced managers are performing challenge tasks, whereas having highly educated employees responsible for less challenge tasks. A solution for that is to increase the capability of college qualified employees through job design. Having the required knowledge and educational background employees may get promote to perform those challenging tasks. To support multi-skilling, the company should exercise job rotation by moving employees from one job to an other(prenominal) to enable them to learn several jobs.\r\nMoreover, job enlargement also increases skill variety, and work efficiency and flexibility. To ensure high satisfaction and performance, employees need to have autonomy as well as job knowledge. As shown in the case, with the absence of supervisor the unsold or damaged food percentage remained at a low level. This led us to another important point †job enrichment. The heart of job enrichment is to give employees more starkdom. To avoid the misuse of freedom, value congruence within the organization become significant, as such all employees share a cat valium value to achieve a common objective.\r\nTo overcome the problem of role perceptions, the process of stopping point linguistic context is dominant by clarifying employees their role perceptions by establishing performance objectives (McShane and Travaglione 2007, p149). The goal has to be specific and relevant. For example, the role of night managers is to contr ol the operation in the evenings (relevant) and to narrative the accurate employee mistake and burned pizza (specific). nevertheless the night managers should be committed to accomplishing the challenging goal set. This refers back to the E-to-P expectancy, the more belief that the goal can be accomplished, the more committed the night mangers are to the goal.\r\nLast but not least, to overcome the accent between managers and employees the building up of organizational lading is essential. Managers should treat employees with justice and support, in which to retrieve the benefits employees had †free pizzas, salads or drinks to build affective commitment and organizational justice discussed above. In addition the building up of trust is equally important, therefore to intimidate with a lie detector ought to be abolished. Employee feel obligate to work for an organization only when they trust their leaders. Therefore, with high levels of affective commitment employees are les s likely to leave the organization, and have a higher work motivation as well as some higher job satisfaction.\r\nReference List\r\nMcShane, S. and Travaglione, T. (2007), organizational\r\nBehaviour on the Pacific Rim, 2nd Edition, unification Ryde: McGraw-Hill Australia.\r\n'