Application of Behavioral Framework for Duplox Canada Company

This article discusses the issues faced by Duplox Canada Company and the application of behavioral framework to develop effective compensatory strategies. The main issue that has been witnessed in regards to the motivation of the technical service staffs or TSS. The article highlights the reward dissatisfaction among the employees and the discrepancy concerning organizational justice that has been witnessed in the case. The major problems that have risen in regards to the discontentment among the installation and servicing workers are in regards to the fact that huge levels of discrepancies are present between the compensatory benefits received by the managers and the earnings of the TSS.

Running head: APPLICATION OF BEHAVIORAL FRAMEWORK
APPLICATION OF BEHAVIORAL FRAMEWORK
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Author Note

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Section A
Chapter 3: Behavioral Framework
The significant issues being faced by the Duplox Canada Company has to be essentially
analyzed in order to develop effective compensatory strategies. The willingness of the employees
to work will definitely depend upon the motivational factors that are present. Hence, it will be
much important that the factors that can motivate the employees at the given point in time are
judiciously considered (Lian et al., 2014). The main issue that has been witnessed in in regards to
the motivation of the technical service staffs or TSS. The main identified issues that has been
causing a lot of dissatisfaction among the TSS of the Duplox Canada Company are increased
work pressure resulting from improper coordination between departments, lack of satisfactory
compensation, heavy work schedules.
It is much evident from the case that the TSS, majority of the times have to work under
severe pressure. However, matters have been made worse due to the current situation in which
the increasing customer complaints are being blamed over the TSS. The essential work area of
the TSS is in regards to the installation of the equipment. They have to work according to the
standards that have been set by the company in order to do their work. They are even sometimes
being blamed for equipment malfunctions that are happening due to the improper sales
techniques implemented by the sales teams in which the functional aspects of the equipment are
sometimes being exaggerated for attracting more customers (Norton et al., 2015).
Concerning the major issues that have resulted in the discontent among the TSS workers
it can be said that there is a strong presence of reward dissatisfaction among the employees.
Given the fact that the TSS employees are having to face high levels of pressure and added to

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that the fact that they are sometimes being blamed for the incompetence of other departments are
causing a serious violation of the psychological contract. The expectations of the rewards after
contributing till a certain level is guided by psychology is being affected by the job roles that
have been designated by the company (Mawdsley & Somaya, 2016). The employees are also
facing perceived inequity due to the fact that the employees are having to take significant
responsibilities. However, at the same time they are not getting the exact levels of compensations
that they think the other workers are getting. There is a marked discrepancy concerning
organizational justice that has been witnessed in the case. The marketing directors and the
various sales managers are being paid incentives on the basis of the volume of sales (Bhargava &
Loewenstein, 2015). However, at the same time the TSS are only getting fixed salaries and
overtime to add to that.
The major problems that have risen in regards to the discontentment among the
installation and servicing workers are in regards to the fact that huge levels of discrepancies are
present between the compensatory benefits received by the managers and the earnings of the
TSS. Thus, the main identified issue can be said to be caused by the growing inequities that can
be witnessed with the compensatory structure of the organization.

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References
Bhargava, S., & Loewenstein, G. (2015). Behavioral economics and public policy 102: Beyond
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Lian, H., Brown, D. J., Ferris, D. L., Liang, L. H., Keeping, L. M., & Morrison, R. (2014).
Abusive supervision and retaliation: A self-control framework. Academy of Management
Journal, 57(1), 116-139.
Mawdsley, J. K., & Somaya, D. (2016). Employee mobility and organizational outcomes: An
integrative conceptual framework and research agenda. Journal of Management, 42(1),
85-113.
Norton, T. A., Parker, S. L., Zacher, H., & Ashkanasy, N. M. (2015). Employee green behavior:
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Environment, 28(1), 103-125.