Perfect Pizzeria: Case study Essay

Job satisfaction is a key number one wood to corporate success. It is clear that at Perfect Pizzeria employees argon dissatisfy with their work environment. In order to overcome job dissatisfaction, one top executive influence employee motive by applying the expectancy theory the theory of motivation that suggests employees are more than likely to be motivated when they perceive their efforts depart result in successful doing and ultimately, desired rewards and outcomes (McShane and Travaglione 2007, p146).The effort-to- execution (E-to-P) expectancy is the intuitive smelling that increased effort pass on lead to increased performance. In the sacrifice case, the company has no dodgeic criteria in hiring and formal training for mangers descend the capability of performing the job successfully. Also, the indistinct role perception for nighttime managers to perform regular employees duties and for assistant managers to learn bookkeeping and management s brace efficienc y. In order to strengthen the individuals belief that s/he is able to perform the task, the company should select the appropriate someone with the required adroitnesss to do the job and to clearly communicate the tasks required for each position. Furthermore, managers should provide the necessary support to get the job done and to cook workforce harmony.The performance-to-outcome (P-to-O) expectancy is the belief that performance at a trustworthy level leave behind result in the attainment of outcomes. The case suggested that employees are not reward based on their performance as they lone(prenominal) earn the minimum wage. On the other hand, mangers are rewarded based on the ploughshare of food unsold or damaged, which is not highly correspond to performance. In order to increase the belief that good performance will result in valued outcome, the company should transparent the process that determines employees reward and explain the outcome that will result from the desired performance. just about weightyly there should be an accurate measure of job performance in place.The outcome valence (V) is the importance that the individual places upon the expected outcome. Employees whitethorn mainly motivated by money and equality, which is deprived at the lay situation. In order to ensure rewards are valued by employees, the company should distribute bonus for desiredperformance and fire funfairness inwardly the company.The MARS model of individual conduct highlights four factors that influence employees behaviour and explain the current resulting performance (McShane and Travaglione 2007, p36). The inequality of reward to performance reject efforts (motivation), the mismatch of individual competencies with job requirement undermine employees performance (ability), the reduplicate of duties amongst night managers and regular employees and assistant managers dimmed their assigned tasks (role perceptions), and the relatiative measures between manager s and employees restrains employees to light upon their performance potential.To overcome the motivation problem, the company should promote equality in the distribution of rewards. The Equity theory suggests that employees strive for equity between themselves and other workers, therefore positive outcomes and high levels of motivation prat be expected only when employees perceive their treatment to be fair when the ratio of employee outcomes over inputs is equal to other employee outcomes over inputs (McShane and Travaglione 2007, p154). The first scarper to adjust the under-reward inequity for employees is to make them engage in organizational citizenship by mobilizing strung-out workers to full-time job. The company should have a competency-based reward system in place. When employees show exceptional competence in workforce, their pay will get increase with the skills demonstrated in order to reinforce the probability of that specific behavior positive reinforcement. On the other hand, instead of having a percentage of food unsold or damaged bonus scheme, managers should be rewarded based on their performance and qualification. This would be an equitable solution for some(prenominal) managers and employees.To overcome the ability problem, the company should select employees whose existing competencies best commensurate the required tasks. This mismatch of ability can be seen where relatively preteen and inexperienced managers are performing challenging tasks, whereas having highly educated employees amenable for less challenging tasks. A solution for that is to increase the capability of college qualified employees through job design. Having the requiredknowledge and educational background employees whitethorn get promote to perform those challenging tasks. To support multi-skilling, the company should coif job rotation by moving employees from one job to another(prenominal) to enable them to learn several jobs.Moreover, job enlargement also increases skill variety, and work efficiency and flexibility. To ensure high satisfaction and performance, employees need to have autonomy as well as job knowledge. As shown in the case, with the absence of supervisor the unsold or damaged food percentage remained at a low level. This led us to another important point job enrichment. The heart of job enrichment is to give employees more freedom. To reduce the misuse of freedom, value congruence within the organization become significant, as such all employees share a common value to achieve a common objective.To overcome the problem of role perceptions, the process of remnant setting is dominant by clarifying employees their role perceptions by establishing performance objectives (McShane and Travaglione 2007, p149). The goal has to be specific and relevant. For example, the role of night managers is to control the performance in the evenings (relevant) and to report the accurate employee mistake and burned pizza (specific). mer ely the night managers should be committed to accomplishing the challenging goal set. This refers back to the E-to-P expectancy, the more belief that the goal can be accomplished, the more committed the night mangers are to the goal.Last but not least, to overcome the tension between managers and employees the building up of organizational commitment is essential. Managers should treat employees with justice and support, in which to retrieve the benefits employees had free pizzas, salads or drinks to build emotive commitment and organizational justice discussed above. In addition the building up of trust is equally important, therefore to intimidate with a lie detector ought to be abolished. Employee feel obliged to work for an organization only when they trust their leaders. Therefore, with high levels of affective commitment employees are less likely to leave the organization, and have a higher work motivation as well as or so higher job satisfaction.Reference ListMcShane, S. a nd Travaglione, T. (2007), OrganizationalBehaviour on the Pacific Rim, 2nd Edition, North Ryde McGraw-Hill Australia.