Electro Logic
Electro Logic
One of the strengths of electro logic in terms of motivation is that the company has a clearly defined performance measure. Employees work within deadlines and are aware of what the company expects them to deliver (Whetten & Cameron, 2011). Electro logic has also tried to treat employees’ occupation as a learning experience. One interviewee revealed that she is usually allowed to perform a variety of task, and go to the library to study. However, Electro Logic has failed in terms of removing barriers to reaching the company’s goals. These barriers include; absence of job security; high turnover; lack of coordination among different levels of employees and many other barriers. The company has also failed to identify rewards that fit to each individual (Whetten & Cameron, 2011). Most of the interviewed employees complained about the reward they were receiving. Electro Logic has also failed in terms of developing positive perception about reward equity. Most of the interviewed employees had the opinion that some employees were being favored in terms of rewards while others are less appreciated.
Electronic Logic management should address various high priority areas that must be address. One of these priority areas is integrating satisfaction with performance (Whetten & Cameron, 2011). Electro Logic places a lot of emphasis on performance at the expense of pursuing employee satisfaction. Performance and employee satisfaction are closely linked and, therefore, Electro Logic needs to integrate these two elements. Electro Logic should also seek to reinforce and redirect behavior using rewards. Rewards should match the individual needs of the employees. There are two main categories of rewards; extrinsic and intrinsic. Extrinsic rewards have to do with material items such as; wages; bonuses; promotion and training (Whetten & Cameron, 2011). Intrinsic rewards entail intangible elements such as; praise; sense of achievement; sense of belonging, and job security among others. Implementing rewards will promote organization commitment and, therefore, reduce high turnover rates. Leaders need to involved in, and support subordinate employees in fulfilling their responsibilities.
References
Whetten D. & Cameron K. (2011). “Developing Management Skills”. USA. Pearson Education
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