Issue Management at Gap Inc. Essay Example for Free

Issue centering at breaking Inc. EssayIntroduction violate Inc. Low morale and Absenteeism Low morale and absenteeism of ar serious problems of Gap Inc. that cuts across industry. On a distinctive sidereal day between 2 and 4% of employees at Gap Inc. fail to show up for work, which does not enunciate like a high rate of absence, but more time is lost for the reason that of slump morale and absenteeism than with strikes and lockouts. The yearly costs of low morale and absenteeism in the United States be estimated to be $29 billion and a deviate of 4. 99% in the national absence rate changes the crying(a) national product by $10 billion.(London, 2003) A great number of studies are dvirtuoso to discombobulate out the determinants of low morale and absenteeism. Many variables are found to be considerably related to indices of absence, the turn outs appear to be unstable across situations and time. The Way Incentives Work Every inducing program is based on a formul a for enhancing want that engages four fundamental variables motility, procedure, outcomes, and satisfaction.The logic behind these programs goes something like this employees at Gap Inc. get out put in the accurate quantity of effort to meet performance hopes if these part time employees at Gap Inc.obtain the types of outcomes that include pay raises and promotions which pass on earmark part time employees satisfaction. In simpler words, Gap Inc. should provide its employees what they want, and employees will work hard to get 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 triplet beliefs that are the recognize to making the penury solution work Can virtuoso do it? Will outcomes be tied(p) to ones performance? Will outcomes be satisfying to one? The first conviction compacts with the descent between employee effort and p erformance. The second compacts with the relationship between performance and outcomes. And the third compacts with the relationship between outcomes and satisfaction. These leash beliefs form the basis of the belief formation of motive and performance. Accepting that these beliefs are decisive preconditions for motivation helps to excuse why incentive programs generally yield such lacklustre results like in case of Gap Inc.Since employees do not al ways hold these beliefs to be true, attempts to improve motivation by using incentives cannot make the grade, even when the incentives are highly desirable ones. Types of Motivation Problems One cannot do it Motivation problem need of confidence Associated feelings 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 Motivation problem Lack of satisfaction Associated feelings Anger Rebelliousne ss Low team spirit 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 often serious motivation and performance problems, at a time when organisations can least relent them, and a resultant surge in the negative emotions associated with change. When an employee believes one cannot do it for example, one may die a lack of self-confidence and begin to experience many of the unpleasant feelings that go along with it self-doubt, anxiety, and frustration. to the highest degree a year into the change effort, one manager portrayed the inner turmoil one went through by comparing the restructuring to building a ship at the same time one is hard to sail it. (Mele, 2003) Worker beliefs that outcomes are not tied to ones performance can in any case escort to noteworthy motivation problems, especially lack of trust. This is normally accompanied by feelings of scepticism or disbelief precisely the emotions that another manager felt when one was told early on change effort that power would be allocated differently.Employee beliefs that outcomes will not be satisfying to one often escort to a third major problem, chronic dissatisfaction, and to feelings of anger, rebelliousness, low morale and absenteeism. (Miner, 2002) desire as the negative emotions allied with change can often go undetected, the motivation and performance problems that cause them frequently remain hidden and unresolved. due to this, managers who lead change are sometimes frustrated in their efforts. They fail to realise that it is not decorous to appeal to the intellect of their workers. So managers must also win employees hearts in order to impose change successfully.The reason behind why are motivation problems so difficult to uncover is that employees are afraid to speak close them or even admit that they exist like at Gap Inc. Though most employees know when they fill 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 musical arrangement approach is unimaginative method that can help manager at Gap Inc. resolve these problems effectively. It takes the guesswork out of the seem 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 guess of motivation and on the research of Yale University professor Victor H. Vroom. In conducting Vrooms analyses of why motivation improvement so often fails, Vroom came to the conclusion that motivation at work depends on current employee expectations or beliefs that effort will lead to performance, that performance will lead to o utcomes, and that these outcomes, when received, will be satisfying.(Thomas, 2004) Like other expectancy theorists, Vroom maintained that the tendency of people to act in certain ways depends on the strength of the expectation that their actions will be followed by certain outcomes and on the perceived apprise 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 present 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 deterrent example relies on structured, facilitated meetings between managers and their direct reports to find the answers to the three basic que stions 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 better than managers expect such as This model prepares managers and employees for solving motivation problems by getting them to think about these issues before they meet. This model promotes effective change by e lucidative 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 information to solve problems, and the goal of the belief system model is to uncover critical 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 conversation that helps managers maintain the critical preconditions for employee motivation confidence in their ability to meet performance expectations, trust in others to tie outcom es 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 Resolving the Controversy. Bergin Garvey. Westport, CT. Caruth L. Donald, Handlogten D. Gail, (2001), Managing Compensation (And agreement It Too) A Handbook for the Perplexed, Quorum Books. Gorman Phil, (2003), Motivation and Emotion. Routledge. New York. Hanlan Marc, (2004), High Performance Teams How to Make Them Work, Praeger.London Manuel, (2003), Job Feedback Giving, Seeking, and employ 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 Neil, (2004), The Concise Adair on Teambuilding and Motivation , Thorogood. White Geoff, Druker Janet, (2000), Reward Management A Critical Text, Routledge. New York.