Employee Motivation and Turnover: A Case Study Analysis

MANAGEMENT & ORGANIZATIONAL BEHAVIOUR

Table of Contents
Introduction......................................................................................................................................3
1.0 Turnover as a motivation problem.............................................................................................4
2.0 Departmental issue with expectancy theory..............................................................................6
3.0 Solving motivation problems.....................................................................................................8
References:....................................................................................................................................10
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Introduction
Employee motivation may be considered to be one of the most significant and success-critical
aspects of the studies of human resource management (HRM). Since employees are considered
to be the resources for the organization, it may be utmost crucial for the management to suitably
devise effective HRM strategies that may be in line with the corporate aims and objectives as
well as the value creating for the employees. The instant paper delves into the theory of HRM in
the context of a given case study. At the very beginning of the study, the researcher provides a
brief introduction to the paper. Subsequently, the paper is divided into three parts. The first part
focuses on the issue of turnover as an indication of motivational problems for the employees and
analyses the same. The second part evaluates the departmental issue the organization in the case
study is facing. Such analysis is carried out with reference to the expectancy theory. In the last
part of the paper, the researcher provides a recommendation to the aforesaid issues relating to the
human resources and wraps up the discussion through ending note.
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1.0 Turnover as a motivation problem
It has been identified that employees are considered as the primary asset of every company. In
the similar context, it has been witnessed that several organizations in the recent times are
investing more time, energy and resources to build their employee motivation, as it allows
management to meet its depicted goals (Lazaroiu 2015). Motivated employees usually lead to
enhance final productivity and permit an organization to accomplish a higher degree of output.
Similar had been a case of FAB Sweets Limited, where the employees working under the HB
department are lagging in motivation due to poor supervision and management strategies of the
supervisor accountable for the particular department.
It has been recognized that it is necessary for the supervisor of every department to conduct a
proper division of work based on the skills, abilities, expertise, and potential of each employee
(Mikkelsen, Falk, Jacobsen and Andersen 2017). The specific understanding helps the manager
or the supervisor to allocate the right responsibilities to the right resource and thus, the chances
of repetitive amendments are less. Information extracted from the provided case reflects that the
employees in the HB department of the chosen organization were facing severe issue with the
hectic pressure of production. Despite several complaints were raised to the management against
the unorganized and unattainable targets expected by the supervisor of the department, yet, the
management always showed a laid back attitude against the issue and gives indirect support to
the supervisor to continue the method of generating greater production outcome. Therefore, the
result of the unprofessional management system is evident, where the department had been
manifested by high labor turnover rate underlining 6 new managers over a period of 8 years. It
projects that even the managers find it troublesome to meet the unattainable targets placed by the
supervisor of the HB department.
On the other hand, few experts claimed that there could have a probability of reducing the
turnover rate with the similar ongoing process if the management could have been a bit more
moderate with its employee reward system (Ahmad, Ishfaq, Danish, Ali, Ali and Humayon
2019). There had been cases where employees stayed back in companies having unnecessary
workloads and overtime pressure but a fine reward structure. In this situation employees'
undergoing unbearable pressures and fatigue are recognized with financial rewards. Hence, at the
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