A Review of the Literature
University of Maryland University College
This paper was prepared for AMBA 620, Section 1141, taught by Professor Boyle
Ms. Williams works at a bank and her case involved a problematic situation that developed a few months after two new employees joined her team. The two employees in question were the new branch manager, and a part-time teller. Both employees’ job performance was stellar, but it diminished shortly after their hire date. They began to demonstrate a lack of motivation and commitment to their jobs. For example the teller started to become complacent and distracted. His attention to ...view middle of the document...
” (Colquitt et al. 2013, p. 63) In other words, employees can be motivated internally or externally. Employees are motivated internally by factors such as having a sense of purpose or a high degree of job fulfillment. They tend to be motivated externally by factors such as increased compensation and responsibilities within the company. Motivation plays a major role in an employee’s job performance/satisfaction and therefore must be considered. Both the manager and the teller began their new jobs showing a great deal of energy, dedication and motivation. Within a short time, it became apparent that their motivation was rapidly dwindling. In order to understand why one becomes demotivated, we must look at all the energetic forces that initiate work-related effort such as expectancy, accomplishment, needs, and self-set goals, to name a few. As demonstrated in the Lauren Williams case, an unmotivated manager can create a negative, unproductive and even destructive work environment. According to Sidle (2007), employees who are managed by laissez-faire bosses, (managers that avoid their assigned managerial duties) are adversely affected in the workplace. The negative effects can manifest themselves in the form of role ambiguity, role conflict, internal conflict and interpersonal conflict amongst coworkers (p. 76). Motivation is also directly linked to organizational commitment. Colquitt et al. (2013) defines organizational commitment as “the desire on the part of an employee to remain a member of the organization.” (Colquitt et al. 2013, p. 63)
What causes an employee to want to stay with an organization? In this case, it wasn’t long before the teller was looking for another job. There is a disconnection somewhere because people typically seek job positions where they believe they will be successful and find fulfillment in what they do. In the first quarter, the teller demonstrated that he could successfully do his job; however, he lost his desire to do so shortly thereafter. He was no longer committed to his assigned tasks or the organization for that matter. According to Colquitt et al. (2013) there are three major types of commitment: affective commitment (emotion-based); continuance commitment (cost-based); and normative commitment (obligation-based) (Colquitt et al. 2013, p. 64). Since organizational commitment is directly related to job performance, this too must be examined. Studies also show that people who are satisfied with their jobs have higher levels of affective and normative commitment. Job satisfaction results in increased job performance/productivity and organizational commitment.
Two employees with different backgrounds, job titles and job descriptions came onboard at the bank at the same time. They were each excited and they excelled in their individual positions. However, within a three to five month period, both employees started demonstrating a lack of motivation and an increase in poor job...