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Individual Assignment 1

Maria Alejandra Ortiz Erazo | ID: 100428

Providence University College – Downtown Site

MGMT 5101: Managing Organizational Behavior

Professor Marcio Coelho

October 15, 2024

Individual Assignment 1 Option B

Chapter Five: Foundations of Employee Motivation

Discussion Question

1. Apply expectancy theory of motivation to explain why Quinn McGee and co-

workers were motivated to work at a slow pace rather than at a "normal pace for

most humans."

Considering that the expectancy theory of motivation is based on the fact that people direct

their effort towards a specific behavior, based on the probability they perceive of achieving that

goal, this is known as E-to-P expectancy. The perceived probability that a goal already achieved

will lead to a particular outcome is known as the P-to-0 expectancy. On the other hand, there are

the valences of those outcomes that can be positive or negative. These 3 components are what

will determine the motivation of an employee; if one of them is wrong, motivation will be

weakened. (McShane & Warner, 2024)

With this theory in mind, Quinn McGee and his co-workers were motivated to work at a

slow pace rather than at a normal pace because first of all, with respect to E-to-P expectancy,

they were clear that they could complete the task successfully, their E-to-P expectancy was high,

they already had the ability to work at slow paces and manage to complete the tasks in the time

frame set by the recreation company. This allowed them to be confident that they were capable

of performing the tasks, so they remained motivated to perform the work slowly because it kept

the bosses and other co-workers happy. On the other hand, regarding P-to-O expectancy, bosses

did not provide rewards to those who had a higher work performance; on the contrary, at first,
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McGee received complaints because he did everything too quickly and his colleagues also

explained to him that there were no rewards that would motivate him to do it faster; taking this

into account, it was best to do it slowly and not wear himself out physically. Finally, as for the

valence of results, which is the person's satisfaction or dissatisfaction with the result, McGee and

his colleagues never received rewards for finishing the job faster; on the contrary, they received a

poor performance evaluation if they did it quickly, which motivated the employees to adopt a

slow way of working that would allow them to have good results with the parks and recreation

company.

2. To what extent do goal setting and equity theories of motivation explain the

motivation problems in this case?

Goal Setting Theory: As is typical in many businesses, the Parks and Recreation

Department sets clear objectives for how long tasks should take. But in this instance, those

objectives weren't created to encourage increased output or quicker work completion. The

objectives were instead set at a speed that pushed workers to fulfill rather than surpass

expectations. This essentially produced a work atmosphere where completing assignments on

time became the standard, which encouraged complacency and slow productivity. Because there

were no rewards or recognition for exceeding these expectations, employees like Quinn McGee

had little motivation to exert themselves. They learned that putting in less effort could result in a

more comfortable workday without any negative repercussions. Over time, this led to a

collective mindset where employees prioritized job security and the avoidance of excess

workload over striving for efficiency or productivity. In essence, the structure of the goals
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inadvertently promoted mediocrity instead of excellence. For goal setting to be effective, it is

crucial that objectives are challenging yet attainable, and that there are incentives for employees

who exceed expectations. (McShane & Warner, 2024)

Equity Theory: According to equity theory, workers are driven by justice in their

workplace and evaluate it by contrasting their contributions (talent, effort, and time) and results

(rewards, recognition) with those of their colleagues. McGee and his colleagues found that

working slowly and achieving goals produced results comparable to working quickly, such as job

security and fewer duties. As a result, they thought the system was fair. Employees are more

likely to feel content and disengaged from the need for change when they think they are being

treated fairly in comparison to their colleagues (McShane & Warner, 2024).

The slow work speed among seasonal employees was reinforced in large part by this apparent

fairness. McGee and his colleagues were unlikely to alter their work habits if they thought that

putting in more effort would not result in any extra rewards, such as raises, promotions, or

recognition. Instead, they settled into a way of thinking that prioritized job security over

efficiency search. Because workers justified their actions by pointing to the fairness of their

circumstances, this cycle of delayed work eventually became self-reinforcing. Organizations

must constantly evaluate and modify their goal-setting procedures in order to overcome these

problems and guarantee that workers are treated fairly. Organizations may cultivate a more

driven and effective staff by matching goals with rewards that recognize and reward exceptional

achievement. (Robbins & Judge, 2019).

Additionally, acknowledging each employee's accomplishments and making sure that

rewards are given equitably can boost morale and promote performance gains for all staff

members. (McShane & Warner, 2024).

3. Assume you are a consultant with this information. What recommendations would

you provide the city's executives to improve employee motivation in the Parks and

Recreation Department?

In my role as a consultant, I would suggest:

Put Performance Incentives into Practice: Create a system that rewards employees with

bonuses or additional paid time off for completing tasks ahead of schedule. This could encourage

a more productive work pace while maintaining job security.

It is necessary to update goal-setting to incorporate more flexible and dynamic targets that

recognize exceptional effort. Incorporate tiered goals so that quicker work can be rewarded

without penalizing slower rates as long as the quality of the work remains high.

Encourage management to recognize and reward employees who demonstrate effective

work methods in order to foster a culture of productivity. This may include training supervisors

on the use of positive reinforcement.

Involve Workers in Budget Planning: Talk about project planning and budget allocation

with seasonal employees. They might feel more invested in the department's success and be

inspired to work harder as a result.

Promote Career Development: Give temporary employees opportunities to progress into

full-time positions while motivating them to establish their worthwhile work there. The Parks

and Recreation Department's work culture could change to one that promotes more motivation

and production while maintaining a pleasant workplace environment by using these strategies.

(Robbins & Judge, 2019).

References

McShane, S.L., Warner, M. (2024). Canadian Organizational Behaviour (12th ed.). Toronto,

Ontario: McGraw-Hill Education. ISBN: 1265342482

Robbins, S. P., & Judge, T. A. (2019). Organizational Behavior (18th ed.). Pearson.