Case Study Analysis: Assessing Ricardo's Job Attitude in MGNT608

This case study analyzes Ricardo, a dedicated employee at Sauder Linings & Seals (SLS), who exhibits a negative attitude despite his efficiency. The analysis explores the impact of his limited communication skills and the lack of collaboration on his performance. The MARS model is applied to understand the influence of motivation, ability, role perceptions, and situational factors on Ricardo's behavior. The study highlights that a lower salary increase is the primary reason for Ricardo's dissatisfaction. Recommendations include increasing his salary, conducting performance reviews, and fostering team building to improve communication and emotional bonding. The analysis emphasizes the importance of recognizing and addressing employee needs to maintain a positive work environment.

Running head: MANAGING PEOPLE
Managing People
Name of the student:
Name of the university:
Author note:
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Identifying specific job attitudes and work behavior of Ricardo:
Highly volatile business environment in the contemporary time is acting as a driving
force behind the firms to run their business in a comprehensive manner, as it is the way of
attaining competitive advantage. However, as the employees are the key assets of an
organization, it is imperative to understand their needs and requirements. There lies the
significance of appropriate management of the staffs, which plays a major role in generating
positive work attitude among them. Thus, it is the prime responsibility of the management of
corporate entities to take special care towards, keeping the workforce motivated, which is
extremely important factor to generate positive attitude among them.
According to the case study, Ricardo is one of the most loyal employees; working in the
accounts department is Sauder Linings & Seals (SLS). He is extreme attentive and dedicated
towards his work. The employer has given him utmost freedom to change the direction of his
work as per the requirement of business. However, it has been observed that, Ricardo is showing
reluctant attitude in the way of representing his department as the cross-functional work team
(CFWT). From the case study, it is evident that Ricardo lacks effective communication skill,
which is creating barrier for him to participate in the program. Thus, it can be said that, lack of
effective communication skill is making it difficult for the efficient employee like Ricardo to
take part in the company (Boon et al., 2018).
As per the case study, Ricardo is extreme dedicated towards his work. Still, as Ricardo
deals with the processing of payment, his nature of job does not require him to collaborate with
the coworkers, which is the fundamental reason, for which Ricardo is lagging behind effective

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communication skill. Workplace collaboration plays a major role in amplifying workplace
communication among the staffs and thus leads them to generate brainstorming ideas.
Ricardo is also lagging behind affective communication. The fundamental reason behind
this issue is nothing but lack of effective interaction with that of the coworkers. This is also
affecting the emotional binding with the coworkers. It has also been observed that recently
Ricardo is showing negative attitude towards his job. The reason behind such negative attitude is
smallest hike in pay even after remaining extreme efficient employees. According to the value
percept theory, the degree of satisfaction among the staffs is entirely dependent on the value
acquired by the staffs from the job (Kiage, 2018). Due to lower hike in pay, Ricardo perceives
that he is not getting ample value from his job. This is the reason for which Ricardo is showing
negative attitude towards his job.
Assessing the case of Ricardo:
Ricardo is extreme efficient and committed employees of Sauder Linings & Seals (SLS).
He enjoys his job to the fullest. It is true that, he likes his coworkers; still his nature of job does
not require too much collaboration with the colleagues. However, Ricardo is showing negative
attitude towards his job for past few years. He has perceived that, he is receiving lower hike in
the annual salary than that of other coworkers. This issue is creating negative attitude in him.
According to MARS model of task performance, there are four different factors such as
motivation, ability, role Perceptions, and situational factors, which play a critical role in
influencing the performance level among the staffs (Leroy et al., 2018). Motivation is defined as
the major internal force, which can influence the direction and intensity of behavior among the
staffs in both positive and negative. It is imperative to note in this context that practicing equality

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in dealing with the staffs is the major way, through which the degree of motivation can be
accelerated among the staffs. In addition to that, rewarding the staffs for high performance is
another vital way in order to accelerate degree of motivation among the human resources.
Base on the case study, it is evident that Ricardo shows negative attitude towards his job.
Lack of motivation is the fundamental reason, for which Ricardo is showing such attitude.
Monetary reward plays a pivotal role in catering high degree of motivation among the human
resources (Tuckman & Jensen, 1977). Thus, it can be said that lower rate of hike in annual salary
is the fundamental factor, lowering the degree of motivation among the staffs and thus leading
him to show negative attitude towards his job. According MARS model, role perception can be
defined as the belief regarding the actual behavior, which is required in terms of acquiring
desired result. Role perception can be generated among the staffs by monitoring their
performance (Colquitt, LePine & Wesson, 2018). However, no such practice is being followed in
Sauder Linings & Seals (SLS) which is also resulting in negative attitude among the loyal and
efficient employee like Ricardo.
Recommendation for Ricardo to take relevant action:
Behavior and attitude among the staffs are the key factor in ensuring productive
workforce. As the efficient employee like Ricardo is showing negative attitude, it is imperative
for the manager to take proper action in terms of building positive attitude in him. It has been
observed that, lower hike in the annual salary is the key factor, creating negative attitude in him.
Thus, it is recommended for the manager of Sauder Linings & Seals (SLS) to increase the
amount of hike in the annual salary. The role of performance review is needed to be considered
in this context (Van de Ven, Delbecq & Koenig Jr, 1976). It is suggested for the manager to

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conduct annual performance review by working closely with that of the human resources.
Through this way, the management can clarify the roles and responsibility to the staffs. In
addition, conduction of annual performance review will also help in executing appropriate
compensation system in accordance with the merit of individual staffs. This is the way, through
which Sauder Linings & Seals (SLS) can cater positive attitude in the efficient employee like
Ricardo and this retain him for long run. Lack of collaboration with the staffs is the major reason
for which Ricardo is lacking effective communication skill. Thus, it is recommended for the
manager to focus on making team, which would help in creating emotional bonding among the
staffs. This is very much needed in order to ensure productive workplace (Saavedra et al., 1993).

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References:
Boon, C., Eckardt, R., Lepak, D. P., & Boselie, P. (2018). Integrating strategic human capital and
strategic human resource management. The International Journal of Human Resource
Management, 29(1), 34-67.
Colquitt, J.A., LePine, J.A., & Wesson, M.J. (2018). Organisational behaviour: Improving
performance and commitment in the workplace (6th Ed.)
Kiage, D. (2018). Leading and managing a team. Community eye health, 31(2), 52-63.
Leroy, H., Segers, J., Van Dierendonck, D., & Den Hartog, D. (2018). Managing people in
organizations. Integrating the study of HRM and leadership, 8(3), 89-120.
Saavedra, R., Earley, P. C., & Van Dyne, L. (1993). Complex interdependence in task-
performing groups. Journal of applied psychology, 78(1), 61.
Tuckman, B. W., & Jensen, M. A. C. (1977). Stages of small-group development revisited.
Group & Organization Studies, 2(4), 419-427.
Van de Ven, A. H., Delbecq, A. L., & Koenig Jr, R. (1976). Determinants of coordination modes
within organizations. American sociological review, 322- 338.