SU_MBA5001_W3_Dennis_A

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Independence University- Salt Lake City *

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5001

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Management

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Apr 3, 2024

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docx

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9

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1 Motivation Implementation Plan Amanda Dennis South University MBA5001: Organization Behavior and Communication Lyle Cady October 9, 2023
2 Motivation Implementation Plan A recent survey conducted at Copiah Supply, Inc. revealed an overall low motivation level among employees. The most prevalent cause of low motivation was animosity between the inside and outside sales representatives. Both felt their position worked harder to achieve company sales than the other. Outside sales representatives are paid a higher commission rate than inside sales, which has led to low motivation among the inside sales employees. Another contributing factor to low motivation among employees at Copiah Supply, Inc., is the use of personal items for company-related business. The outside sales representatives are required to use their vehicles for sales calls unless they meet and maintain a specific sales goal. The inside sales representatives will have to use their cell phones for company-related business without any reimbursement. To address the issue of low motivation among Copiah Supply, Inc., employees, management has approved organizational changes. The purpose of these changes is to increase employee motivation and create a more cohesive sales team. In addition to the sales team organizational changes, there will be a change in the roles and responsibilities of team members. Copiah Supply, Inc., will also implement a company policy in response to the dissatisfaction of using personal items for company-related business. The Benefits of Employee Motivation Motivation is the force that drives people to start, continue, or stop certain behaviors to achieve a goal. Employee motivation is when your workforce is driven to perform tasks that help your organization reach its goals. Employees can be driven by intrinsic and extrinsic motivation (Schooley, 2023). When employees are motivated, the company benefits. These benefits include an increase in employee engagement, higher productivity and performance, greater levels of
3 creativity and innovation, improved coworker relationships, better customer service, improvement of company culture, and a decrease in employee absenteeism or turnover. Applying the Motivation Theory to Improve Results Before implementing organizational or policy changes at Copiah Supply, Inc., it is important to determine what drives the employees. What are their needs, and how can Copiah Supply, Inc. meet those needs? Conducting a simple survey among the sales team, the most important driving factor was the need for higher pay. Both inside and outside sales representatives wanted to achieve success, thereby increasing their pay, to provide for their families. Based on this discovery, it was determined to apply McClelland’s Three Needs Theory to increase motivation among the sales team. McClelland’s Three Needs Theory McClelland’s Three Needs Theory suggests people are motivated by three needs, with one need being dominant. These needs are power, affiliation, and achievement. According to McClelland’s theory of motivation, the need for achievement refers to the desire to achieve, to accomplish in comparison to a predetermined goal, and to aim higher. In other words, the desire for accomplishment is a competitive behavior with a high bar of perfection (Opinaldo, 2022). Employees at Copiah Supply, Inc. want to achieve a higher level of success, therefore leading to a higher level of pay. However, due to the difference in commission between inside and outside sales representatives, the inside sales team is not as motivated as the outside sales team. In addition to the need for higher pay, employees at Copiah Supply, Inc. also wish to achieve a clear boundary between work and personal life by not using personal items for company-related business.
4 Organizational Changes to address the issues Due to the contention between the inside and outside sales representatives, management at Copiah Supply, Inc. will be implementing an organizational change in hopes of creating a more harmonious work environment. In addition, there will be a change in the roles and responsibilities of the sales team. Changes at the organizational level will include the following: Once a month one inside sales representative will accompany an outside sales representative. This will take place over the course of two months. Once a month an outside sales representative will work alongside an inside sales representative. This will allow both positions to understand the time and effort that goes into making a sale. This will take place over the course of two months. Regarding the issue of commission, there will be a new tiered commission system implemented. Both inside and outside sales representatives will earn the same rate of commission due to outside sales representatives also receiving fuel and vehicle maintenance allowance. This new tiered commission system will take effect at the start of Q4 2023. There will also be an assigned inside sales representative to the outside sales representative. This will reduce stress and workload on any one specific inside sales representative. In the event an inside sales team member is absent, the owner and/or other inside sales team member will address all inbound requests for quotes. This transition will take effect over the course of one month. The owner will now be responsible for accounting and purchasing roles. This change will allow the inside sales representative, who was overseeing these tasks, to focus on increasing sales. This change will take effect immediately.
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