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BMA547 Organisational Behaviour

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BMA547 Organisational Behaviour

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BMA547 Organisational Behaviour

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Course Code: BMA547
University: University Of Tasmania is not sponsored or endorsed by this college or university

Country: Australia


You are a leader of a small work team of 7 people whom you have been working with successfully over the last 8 months on the new HRM process implementation project. The team has been enjoying working together and challenging each other to do their best. Working on innovative projects that follow the recent industry trends and require the team to be creative and look at things from different angles are additional intrinsic rewards for the team. The members enjoy additional extrinsic rewards. Their salaries are fixed and based on their individual roles, however, they get a bonus each time the team completes a project successfully.  
One of your team members is assigned to a new project due to their unique skills and experiences, and thus, they are withdrawing from your team. A new person named Tom is assigned to your team as a new team member. This is the first time you and your team are working with Tom who is a millennial. You’ve heard from a reliable source that Tom is highly talented but lacks motivation and hence, seems disengaged and bored at work. Tom tends to rely on others to do the work for him, and he made inconsistent and limited contributions to the teams he worked with in the past. If this happens to your team, you are worried that the team’s performance will plummet, and that the team members may experience stress and burn out. You can’t let this happen. You’ve also heard that Tom loves surfing, and thus, highly values flexible work arrangements. How will you manage the new team member to ensure that he doesn’t dump his workload on your well-established and successful team?
The task is to develop a full report on motivation of a millennial employee based on the scenario provided below. Your report needs to cover the following based on the scenario above.

Application of a) Vroom’s expectancy theory and b) Adam’s equity theory to the scenario. The purpose of this section should be on identifying the key motivational issues of the employee in the scenario.  


This report is focus on the ‘Motivation’. Motivation is a reason of people action, needs and desires. Every action gives the energy to the person to perform the some kind of action. Motivation encourages the people toward the bigger picture and long term goals (Herzberg, 2017).  In this report, Vroom’s expectancy theory and Adam’s equity theory helps the team leader to motivate the team members.
Vroom expectancy theory
According to this theory, the team can be motivated by fulfilling their expectancy. In the present scenario, the Tom has lack of motivation skill which demotivates the other team members for their work. The team members of the millennial always research their issues and problem which affect their performance. Millennial employees want the role that offers an opportunity to change their personal and professional environment. The team leader has the responsibility to assign the individual task according to their ability. It helps to motivate the employee by assigning them individual task and responsibility. The Millennial employees always hungry for the personal feedback, it is the responsibility to the leader to give the personal feedback to the Tom by appreciating him for his work. Team leader can give the suggestion to improve his performance. Immediate response of the text messages, instant messengers helps to motivate the Tom for its work. The leader has to avoid the group discussion for the personal matters as per the employee expectation. Team leader should fulfil the Tom expectation to the motivate him (Miner, 2015).
Adam’s equity theory
This theory helps the leader to determine the distribution of resources whether it is fair or not. Team can be motivated by the perception of equitable and inequitable treatment. The team leader has to pretend equal with the team member for equality. Higher the perception of fairness, greater is the motivation level. The team leader pretends equal with Tom to motivate him (Qu, Janssen, & Shi, 2015). Team leader has to compare the tom performance in terms of his contribution towards his work with the result in terms of compensation to motivate his by giving him personal feedback. It is the responsibility of the team leader to behave the equal with the members. Millennial employees want personal growth which is possible with the personal growth. Team leader can give the personal feedback on the basis of the Tom performance and appreciate his performance to motivate the team member (Lazaroiu, 2015). Appreciation is the best tool to motivate the member. Millennial employees wants the personal development, appreciation is the best source to motivate the Tom for his personal development.
From the above analysis, it is concluded that the motivation is an act to perform well in the work. It is the duty of the leader to motivate his team for their work. In this case, team leader motivate the Tom for its work. Team leader will motivate the Tom by determining his weakness and strength. By fulfilling the expectation of the Tom, team leader will be motivated. By analysing his performance on the regular basis, team leader gives the personal feedback for improving the Tom performance.
Herzberg, F. (2017). Motivation to work.  Oxon: Routledge.
Miner, J. B. (2015). Expectancy Theories: Victor Vroom, and Lyman Porter and Edward Lawler. In Organizational Behavior 1 . Oxon: Routledge, 110-129.
Lazaroiu, G. (2015). Work motivation and organizational behavior. Contemporary Readings in Law and Social Justice, 7(2), 66.
Qu, R., Janssen, O., & Shi, K. (2015). Transformational leadership and follower creativity: The mediating role of follower relational identification and the moderating role of leader creativity expectations. The Leadership Quarterly, 26(2), 286-299.

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