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V The problem is a reflection of the expectancy theory of motivation by Porter and Lawler. To
obtain rewards in any system, in addition to performance, the individual needs to possess the
necessary skills and abilities and also put in efforts. Sarita in this case has been working hard
but does not want to improve her skills and abilities to take up the administrative
responsibilities.
The problem can be solved by showing her the link between effort±performance and reward±
satisfaction as per expectancy theory. This will help her understand that satisfaction will
result only when she makes the effort to learn the skills and competencies required for the
administrative task.

JV The reason for low morale and motivation of employees can be traced back to the monotony
of the task and the rewards attached to it which develops over a period of time. The reward,
which initially looks very attractive slowly, loses its attraction over a period of time. This can
be related to Herzberg¶s theory of motivation, which suggests that until some motivators are
added to the task, even the incentives attached to the task will lose their value after some
time.
The problem can be taken care of by bringing in some novelty in the way the task is being
performed or change the reward structure attached to it. This will break the boredom and
monotony, which is the cause of low morale and motivation.

¦V This situation can be again traced to Herzberg¶s theory of motivation or even to Maslow¶s
theory of motivation.
Instead of designing an incentive programme at the level of the management, try to find out
what are the needs and requirements of the employees in the organization. Any programme
that is designed should be need-based

V The reason for high attrition can be attributed to the motivation±hygiene theory propounded
by Herzberg. The company may be offering employees more than average financial rewards;
 however, the work itself may not be very challenging as per the expectations of the young
engineers.
The company will need to restructure its job design to add more motivators such as skill
variety, task identity, task significance, autonomy, and feedback on the job.

0V The problem in this situation is related to the attitude of the previous chief operating officer
who was prejudiced towards a certain section of the workforce. As a result, very few
members of the minority community occupy top or middle level management positions in the
organization.
This issue can be resolved by being more open minded and by approaching the issue with
greater sensitivity. By bringing diversity into its workforce and balancing the workforce, the
company becomes fairer to all the sections of the society. This action will send a positive
message to the outside world and would help to enhance the image of the company.

^V The problem is on account of the time-based wage system which pays employees on the
basis of the number of hours served in a day. As a result of this the employees are more
interested in quantity of work done (number of hours invested) rather than the quality of
work (service to the customer).
Vikas will have to shift to variable pay structure rather than fixed pay structure to solve this
problem. The performance of the employee needs to be assessed on the basis of the quality of
service provided by him and that too randomly and unannounced. This will help to keep a
check on his performance all the time.