Performance Diagnosis Model: Management & Leadership

653 Words Dec 30th, 2010 3 Pages
Performance Diagnosis Model: Case reading Joe Chaney
A. Diagnostic model in order to pinpoint plausible performance problems
When we follow the steps in the performance diagnosis model, our outcome is the following: Expectations Problem: what are your performance expectations for this position? What do you think my expectations are?
Joe knows what the goals of the company are, had a wide experience in the architectural field, which gives him the same abilities as the hotshot architects. However he is not motivated to work with that team to reach common goals. 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 Joe’s expectations. Joe wants
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C. Brainstorm ideas for plausible solutions based on 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 Maslow: 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 Locke’s Goal Theory of motivation. Joe is capable in doing 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
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