Case-1

Humanistic approach is doing the real business

HOTPOT, with more than 3000 locations worldwide, serves millions of coffee lovers each week. Having a history of excellent growth and profitability, HOTPOT continues to expand. It opens virtually a store a day. In addition to sales of coffees, it sells fresh beverages, pastries and confections and coffee related accessories and equipment in company operated retail stores and through other super markets. Famed for its coffee products, the company also enjoys a glowing reputation as a progressive employer. Known for its employee policies and motivational programs, HOTPOT has been included in Fortune magazine in list of the top 100 companies in 1998, 1999 and 2000. The basis of HOTPOT reputation as a great place to work is in the six guiding principles that form the foundation of the companys mission statement. One of these guidelines focuses in providing a great work environment to the employees and in treating each other with respect and dignity. It tries to create a work environment that is lively, exciting, and full of enthusiasm. All the employees in the organisation are called as partners, more important than name. HOTPOT has developed a culture dedicated for challenge taking employees .to be their best. HOTPOT is dedicated to invest in, supporting and engaging its partners in the continual reinvention of the company. The challenge to be their best begins with training. All new coffee store employee s receive 25 hours of classroom training under the guidance of partners who have been specially trained. The training includes coffee knowledge and customer service skill. Management trainees participate in up to 12 weeks of classes. They also receive coaching on leadership skills, diversity awareness, advanced customer services, succession planning and career development. HOTPOTs motivational programs for its partners consist of a special blend of employee benefits and a work/life program that focuses on physical, emotional, mental and creative aspects of each individual. The comprehensive benefits package to all partners, including part time employees who work for 20 hours per week include full medical and dental insurance, life and disability insurance, vacation days, a retirement saving plan and discounted stock purchase plan. The work life program includes on the site fitness services, flexi work timing referral and educational support.

Company conducts periodic surveys of its partners to assess their needs and responds accordingly for better solutions. Open forum, mission review, and Warm regards are the vital parts of organisational communication. These programs benefit both the partners and the company. One of the benefits for HOTPOT is a reduction in operating cost, low health care cost, low absenteeism and lowest attrition. CEO of HOTPOT says, we are profitable because of the Value system of the company. Our Humanistic approach is doing the real business here. Q-What insights you have gained out of the benefit package and work life program of HOTPOT in terms of employee motivation? What needs does HOTPOT appeal to take care through these? Q-What is important to you in terms of your personal work motivation that is fitting into HOTPOTs approach?

Case-2

A real approach to exit interview

Firms are downsizing, Consumer confidence is plunging. Given the uncertain economic environment, why should anybody give up a secure job? It may seem odd, but competent people still do it every day. They job-hop in search of greener pastures. Take Sridhar, a management expert in a Delhi based firm, who scribbled the following remarks on his exit interview questionnaire. a- I would like to have more inputs on decisions that affect me and more chance to show what I can do. b- I dont get enough feedback to tell me if I am doing a good job or not. I am in dark about where the firm is headed. Basically, I feel like an interchangeable part most of the time. c- In replay to the question whether the firm could have done anything to retain Sridhar, he replied Probably not d- Why do so many promising employees leave their jobs? And why do so many others stay on but perform at minimal levels for lack of better alternatives? Could be Sridhars reasons which was considered very lightly as it has become a trend among the organizations to fail in retaining real talents.

Companies should be worried about such cases like Sridhar. By investing in them, they may actually help employee turnover, save training cost, increase quality and productivity. HR professionals and other managers can contribute a lot here by encouraging the employees through proper identity, security and empowerment.. But how? In a border approach, the answer is Understand them well and handle them accordingly. Sridhar doubts that his firm will ever change, but other organizations are taking positives steps to focus and enhance employee retention.

Q-Do you think that Sridhars self-esteem had anything to do with his leaving the firm? Understand the job dissatisfaction of Sridhar from the above interview and write a suggestion to the manager of Sridhar with one appropriate model of on the job motivation? Which personality theory is fitting best to analyse Sridhar and how?

Case-3 Sales managers Kick in the pants really works??????

As sales manager of a fertilizer company, Mr Aditya occasionally relies on punishment to try to improve his employees performance. For instance, one time he was dealing with the Business development executive of WB Ms Payal who was going through the bad month. Aditya talked to the employee about what he could do to help her move more target. But after another week without any sales and a condescending attitude from the employee, Aditya confronted her. He screamed at the employee, told him her performance was not acceptable, and then threw a File at her. Said Aditya, I had talked to her before, said that I would help her out, but that we had to do something about her numbers. The day I tossed my file at her, she actually did some amount of sales. Yes, Aditya is unapologetic about his behaviour. I am always tough on all my sales people, but they know the reason is that I want them to do better. Do I think its always effective? But it worksAt least once in a while. Managers rely on punishment to try to drive team, when pressure for meeting numbers and deadlines is high. Motivation consultant Mr Murthy says: it can back fire on a manager when he or she avoids telling employees that there are negative consequences for poor performances. Positive reinforcement is something which should be earned by the employee. For example, high performing salesperson refuses to do his paperwork but still gets high praise from his boss because his numbers are good.

Mr. Rick, Business development manager of Tuway wireless argues that punishment can sometimes provide a much needed kick in the pants to sales people who are slacking or unaware of their poor performance. He posts individual results at his sales meeting even though he knows that it can be embarrassing for those with lower numbers. Public embarrassment works good!@#$**?? Q- What condition, if any, do you think justify the use of punishment? Q-What is the up and down side of the kind of punishment described over here? Can positive reinforcement help any way here? Q- If negative reinforcement goes on without presence of adequate learning, growth and reward then how attitude of employees will change and flow? Describe through Component of attitude or ABC model?