Performance Diagnosis Model: Management & Leadership

Joe feels that he’s being undervalued just because he does not have the same degree in architecture. The company’s expectations don’t stroke with Joey’s expectations. Joe wants to perform better by involving in more difficult tasks. Incentives Problem: do you believe rewards are linked to your performance in this position? Joe feels like the lowest-paid person in the entire firm, he has no time to get the degree that will give him the opportunity to earn more money, because I this company rewards aren’t given n the basis of performance, but on the degree you possess.

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So rewards aren’t linked to performance. Salience Problem: Are the performance incentives attractive to you? Joe lost his eager to work properly, because it doesn’t matter whether he works hard or doesn’t perform at all, he gets paid the same amount and is not being awarded for his achievements. There are no performance incentives in this case. B. Specific questions to Joe to accurately identify the obstacles to his high performance 1. Despite of your decrease of performance in our company, do you eel that you are no longer heard when talking about new ideas? . Do you think that having the same degree as the other architects will give you your feeling of appreciation and therefore motivation back? 3. What is , in your opinion, the main reason that you’re performance is slacked and you engage yourself in several arguments with the other architects? 4 Are you pleased by performing the tasks that are given to you, or do you feel you are capable of handling more difficult and challenging tasks? C.

Brainstorm ideas for plausible solutions based n motivation theories The main problem here is that Joe feels undervalued and has no feeling of respect of others. We can correlate this to the self-esteem needs of Moscow: needs for things like independence, achievement and the respect of others. Joe may know as much as other architects, due to the fact that he doesn’t possess the same degree as those hotshot architectures he gets stuck with the grunt work, which is the first driver for his De-motivation. A solution to this problem we find looking at high performance management.

As a manager you need to engage, execute and develop a strategy. Without continuously development in this rapid changing world your employees will lose their motivation to work. Therefore management could offer him courses for getting the same degree during, or after, his working hours or higher his position in the company which will give him the ability to give inputs on projects that are being heard. (Power Theory: power earned by job description) This De-motivation can also be explained by Locker’s Goal Theory of motivation.

Joe is capable in ongoing harder tasks but due to his lack of degree he gets stuck with grunt work. Joe doesn’t have a goal in his work-environment. As long as people have an individual/common goal in mind, they will be motivated. The manager could solve this problem simply to ensure that Joe has a doable goal and that he agrees with it, in this case assign harder tasks to Joe. To solve the last problem that Joe feels like he must be the lowest-paid person in the entire firm, a manager could improve merit pay. This salary increase is based on individual performance.