Issue Management at Gap Inc. Essay

Introduction pause Inc. Low Morale and Absenteeism Low esprit de corps and absenteeism of ar serious hassles of opening Inc. that cuts crossways industry. On a classifiable day amongst 2 and 4% of employees at Gap Inc. wear to show up for work, which does non sound handle a high school rate of absence, further more time is lost for the reason that of impoverished morale and absenteeism than through strikes and lock come out of the closets. The classly costs of low morale and absenteeism in the United States argon estimated to be $29 billion and a remove of 4. 99% in the issue absence rate change overs the gross national product by $10 billion.(London, 2003) A great number of studies be d peerless to identify the determinants of low morale and absenteeism. Many variables are nominate to be considerably related to indices of absence, the results appear to be unstable across situations and time. The Way Incentives Work Every incentive program is based on a formula f or enhancing need that engages four fundamental variables effort, capital punishment, military issues, and gladness.The logic bum these programs goes something equivalent this employees at Gap Inc. leave put in the ideal quantity of effort to meet procedure hopes if these part time employees at Gap Inc.obtain the types of outcomes that include pay raises and promotions which entrust provide part time employees satisfaction. In simpler words, Gap Inc. should provide its employees what they want, and employees will work hard to pick out it.Effort => performance => Outcomes=> Satisfaction Conversely, the problem with most incentive programs like of Gap Inc. is that they centre exclusively on the submission of outcomes and overlook the iii touchs that are the key to making the motivation solution work depose peerless do it? Will outcomes be draw ind to ones mathematical operation? Will outcomes be satisfying to one? The first time compacts with the relationship between employee effort and slaying. The second compacts with the relationship between performance and outcomes. And the third compacts with the relationship between outcomes and satisfaction. These trio vox populis form the basis of the belief system of motivation and performance. Accepting that these beliefs are decisive preconditions for motivation helps to rationalise why incentive programs generally yield such lacklustre results like in case of Gap Inc.Since employees do not always possess these beliefs to be true, attempts to improve motivation by using incentives tooshienot make the grade, up to now when the incentives are highly desirable ones. Types of pauperization Problems One tidy sumnot do it Motivation problem Lack of effrontery Associated olfactory modalityings Self-doubt Anxiety Frustration Outcomes are not tied to ones performance Motivation problem Lack of trust Associated feelings Scepticism Disbelief Mistrust Outcomes will not be satisfying to one Mot ivation problem Lack of satisfaction Associated feelings Anger Rebelliousness Low Morale and AbsenteeismAt Gap Inc. a major transformation attempt only makes difficult the situation. If any of three beliefs are shaky to begin with, organisational change at Gap Inc. can weaken them even further. The result is a great deal serious motivation and performance problems, at a time when organisations can least afford them, and a resultant surge in the negative emotions associated with change. When an employee moots one cannot do it for example, one may gain a lack of self-confidence and begin to fix many of the unpleasant feelings that go along with it self-doubt, anxiety, and frustration.About a year into the change effort, one omnibus portrayed the inner turmoil one went through by comparing the restructuring to building a ship at the same time one is trying to sail it. (Mele, 2003) Worker beliefs that outcomes are not tied to ones performance can similarly escort to noteworthy mo tivation problems, especially lack of trust. This is normally come with by feelings of scepticism or disbelief precisely the emotions that another manager felt when one was told early on change effort that index finger would be allocated differently.Employee beliefs that outcomes will not be satisfying to one oftentimes escort to a third major problem, chronic dissatisfaction, and to feelings of anger, rebelliousness, low morale and absenteeism. (Miner, 2002) Like as the negative emotions allied with change can often go undetected, the motivation and performance problems that cause them frequently remain privy and unresolved. Due to this, managers who come before change are sometimes frustrated in their efforts. They fail to realise that it is not enough to appeal to the intellect of their workers. So managers must also win employees hearts in order to give change successfully.The reason behind why are motivation problems so difficult to uncover is that employees are afraid to speak about them or even admit that they exist like at Gap Inc. though most employees know when they have a motivation problem, many feel that acknowledging it is tantamount to admitting failure, and, naturally, they do not want to appear weak or incompetent to their manager. The belief system approach is practical method that can help manager at Gap Inc. resolve these problems effectively. It takes the guesswork out of the search for motivation problems and alerts managers to the three principal types Motivation problems caused by a lack of confidence. Motivation problems caused by a lack of trust. Motivation problems caused by a lack of satisfaction. The approach is based on the expectancy opening of motivation and on the research of Yale University professor Victor H. howl. In conducting vrooms analyses of why motivation improvement so often fails, Vroom came to the conclusion that motivation at work depends on certain employee expectations or beliefs that effort will lead t o performance, that performance will lead to outcomes, and that these outcomes, when received, will be satisfying.(Thomas, 2004) Like other expectancy theorists, Vroom maintained that the aim of mass to act in certain ways depends on the effectivity of the expectation that their actions will be followed by certain outcomes and on the perceived value or valence of those outcomes. This combination of expectation and valence is what determines peoples behaviour, Vroom and colleagues argued, and unless both expectation and valence are endow to some degree, there will be little or no motivation to act.For example, if a person wants a certain outcome but doesnt feel it can be achieved through ones efforts, then that person wont be motivated. Similarly, that person will also lack motivation if one believes that a certain outcome can be achieved but is undesirable. The application mannequin relies on structured, facilitated meetings between managers and their direct reports to find t he answers to the three basic questions that uncover motivation problems Does the employee believe that ones effort will lead to the expected performance? Does the employee believe that outcomes will be tied to ones performance? Does the employee believe the outcomes will be satisfying? Preconditions for Employee Motivation AT Gap Inc. managers have to note that an employee is motivated to perform when The employee believes that effort will lead to performance. The employee believes that performance will lead to outcomes. The employee believes that outcomes will lead to satisfaction.AT Gap Inc. once a manager has recognised a specific motivation problem, one can then work with the employee to find its cause and develop an appropriate solution. There are several reasons that this model performs far break in than managers expect such as This model prepares managers and employees for resolving motivation problems by getting them to think about these issues before they meet. Th is model promotes effective change by clarifying expectations, uncovering hidden agendas, and managing emotions before they escalate. This model relies on the cooperation and involvement of the one person who knows most about the problem and what may be causing it the employee. (Caruth, 2001) By gently forcing an accurate diagnosis of problems and their causes, the belief system model increases the prospects of finding good solutions to performance shortfalls. After all, it takes selective information to solve problems, and the goal of the belief system model is to uncover lively information about performance and motivation and to guide managers and employees in applying it productively.The model works to generate an environment in which managers and employees divide the responsibility for solving performance problems, and it fosters the kind of communication that helps managers maintain the critical preconditions for employee motivation confidence in their ability to meet perform ance expectations, trust in others to tie outcomes to performance, and satisfaction with their job and the outcomes that they receive.Works Cited Butkus T. Raymond, Thad B.Green, (1999), Motivation, Beliefs and Organisational Transformation. Quorum Books. Westport, CT. Cameron Judy, Pierce W. David, (2002), Pay and Motivation settlement the Controversy. Bergin & Garvey. Westport, CT. Caruth L. Donald, Handlogten D. Gail, (2001), Managing Compensation (And Understanding It Too) A Handbook for the Perplexed, Quorum Books. Gorman Phil, (2003), Motivation and Emotion. Routledge. pertly York. Hanlan Marc, (2004), High Performance Teams How to Make Them Work, Praeger.London Manuel, (2003), Job Feedback Giving, Seeking, and Using Feedback for Performance Improvement, Lawrence Erlbaum Associates. Mele R. Alfred, (2003), Motivation and Agency, Oxford University Press. Miner B. John, (2002), Organisational Behaviour Foundations, Theories, and Analyses, Oxford University Press. Thomas Nei l, (2004), The Concise Adair on Teambuilding and Motivation, Thorogood. snow-covered Geoff, Druker Janet, (2000), Reward Management A Critical Text, Routledge. New York.