Case Analysis: Employee Attitudes Essay

1. Which of Schwartzs 10 value argon impetuous the behavior of film directors at Bain & Company, Home entrepot, and Best bribe? Provide examples to get your conclusions.Bains management is apparent movement by he Schwartzs values of power and self- direction. In a downturn, he chose to go against the grain and dumbfound advantage of the situation, hiring people instead of laying off which suspends him to snatch up recently unemployed or underemployed quality shadowerdidates. His attempt is intelligent and keeps him ahead of the competition. He also spreads out from the market in inlet and looks for opportunities in emerging ones. In the case of Home Depot, the management is driven by universalism, lowering the target goals for the employees so they plunder more well achieve bonuses when business isnt booming. This also touches on security, in that they are building loyalty and dedication within their workers.Best Buy chose to earn their employees into being incision of the solution. The value of universalism is seen here as they sanction their workers to ring globally to solve a problem. While I understand that this approach has value, making employees part of the solution fosters a thought of team expression and working together, I believe it could also backfire, leaving employees savour they moldiness financial aid solve connection financial issues or they could be unexpended without a job. I am not sure Best Buys approach is enough.1. How would you describe Steve Elliss affective, cognitive, and behavioral components of his attitude toward managing in a recession? Be specific.Steve Elliss attitude toward managing in a recessions contains an affective component, reflecting emotions and feelings towards his ideas. His affective component is positive, optimistic and enthusiastic. His cognitive component, which reflects his beliefs about this situation, is shown as his belief that doing the counter intuitive thing by hiring and expanding toother markets leave behind result in better power and profit, regardless of the recession and certainly when the market recovers. His behavior component, how he plans to act in this situation, is clever, insightful and strategic based on experiences and instincts he has gain during his career.2. How are Home Depot and Best Buy trying to change magnitude employee involvement? Home depot and Best Buy are trying to increase employee involvement in similar and also different ways. Home Depot cut the targets employees required to hit to achieve a bonus, allowing the bonus to still be accomplishable in an economic downturn. They are ultimately creating loyalty and a feeling of working for a company that values and understands its employees. Best Buy is pitch their employees into the management process by taking their feedback and using that to create processes and policies that help manage costs during the recession. This also can create loyalty and a sense that the company value s the employees.3. Use Ajzens theory of aforethought(ip) behavior (Figure 63) to analyze how managers can increase employee performance during a recession. Be sure to explain what managers can do to affect to each one aspect of the theory.Managers moldiness first change the employees attitude about their work. They can create engagement by seeking feedback, making employees a part of the solution. They can create a level of loyalty and a feeling of being respected by being honest about the companys financial state, long term goals and challenges. They can also do as Jet Blue did and show the employees that everyone is affected, from the highest ranks, by lessening salaries at the top and spreading the negative restore fairly throughout the organization. coterminous they need to convince the employees that the behaviors they want the employees to harbor are strategic to the employees.They can do this by tracking process and showing them results of the behaviors, keeping communi on open to allow updates, bringing the employees into the process so that they understand the big picture impact of their individual and group behavior. Finally, they must convince the employees that they bugger off some control over the outcome. Show them that every change has an impact and give them some decisions to make. Allow them to choosebetween equally important processes.4. Based on what you learned in this chapter, what advice would you give to managers trying increase employees organizational commitment? I believe that a good manager has the ability to inspire individuals and teams, has a strong ability to recognize strengths and weaknesses in individuals and teams and capitalize on the strengths while lessening the impact of the weaknesses. Managers must eer communicate the goals and objectives, repeating often to keep the focus on them.They must recognize achievement with pay, but also recognize the other things that drive and motivate employees, like awards. In my c ompany, sales people are perpetually rewarded for high achievement with money, but many of the other teams appear more satisfied with awards relating to recognition, promotion, sitting on committees, etc. Managers must foster teamwork, and allow working conditions that give a good work life balance. They should encourage work to be a fun, fulfilling part of the employees lives, not a job.