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Keeping Suzanne Chalmers
Transcript of Keeping Suzanne Chalmers
Convincing a valued employee to stay within an organization requires strategies and tactics. The purpose of this presentation is to show how important OB theory and models can be applied when breaking down key organizational behaviors.
This presentation is based on the case study of Suzanne Chalmers and her employment with API. This presentation will consist of a case overview highlighting the important factors of the situation, the key issues as well as providing suggestions for the case.
Suzanne Chalmers contacted her supervisor Thomas Chan and asked to schedule a meeting.
Thomas Chan was aware of the reasons as to why Suzanne wanted to schedule a meeting; he had been through situations like this before when valued employees wanted to resign from the company.
Prior reasons for people leaving the company are;
• Long hours and stressful deadlines leaving employees with no lifestyle satisfaction.
• Most high valued employees at the company are under 40 and due to previous skyrocketing stock options, they have financial independence which gives them other choices.
• Most leave to join a start-up company with a lower salary but offer a higher potential gains in stock options.
• People grow increasingly frustrated at the direction the company is headed and they choose to leave before their dissatisfaction grows any further.
During the meeting Suzanne explained to Chan that she will be resigning, Chan put forth some suggestions to try and persuade Suzanne to stay.
• Take an unpaid leave for two or maybe three months, complete with paid benefits
• After taking a couple of months off, Chan would give her special treatment with a larger work space and a better view of the park behind the campus-like building when she returned.
• Chan would recommend that she receive a significant pay raise - maybe 25% more and more stock options.
• Chan kept reiterating that Suzanne was one of API’s most valuable employees and that the company would suffer if she left the firm.
Before The Meeting
By using the the MARS Model to assess the reason why Suzanne wants to leave API, it is evident that motivation and situational factors are the key issues for the resignation
Maslow's Heirachy of Needs
Reasons for Suzanne Chalmers resignation
Suzanne claimed that she was leaving to recharge her batteries (McShane, 2001). But other factors may include:
- Job specialisation
: her job may have become tedious, trivial, and socially isolating (Mcshane & Von Glinow 2013)
the urge to embark and improve on other responsibility in the company (column five media 2011)
: the thought of not been able to make contribution to other challenging tasks
The need to attain tangible and non-tangible goods that are motivational
A strong displeasing factor that motivates
one to look for job elsewhere (Hirschman 1970)
To motivate Suzanne to stay Chan can offer her a supervisor role at API. This would increase motivation and change her situational factors, which were seen as the key issues when conducting the MARS model
To reduce the workload and working hours of Suzanne API can increase the workforce and create more roles that are the same position as Suzanne’s. This would increase productivity and create a better working environment by lowering stress and hours worked.
Chan should understand the situational factors and create a better working environment at API by providing a suitable work/life balance and taking care of the employees well-being.
Chan could have address the potential issue of dissatisfaction earlier by identifying ways the organisation could expand its business and offered Chalmers the possibility of heading up this potential new venture. This could have addressed the issue of motivation and the need to leave as seen in the EVLN model.
The case study of Suzanne Chalmers has highlighted many aspects of organizational behavior and how human behaviour at work is not limited to one or two aspects, rather multiple aspects that shape the way an individual behaves in the workplace.
What the case study did highlight was that clearly Suzanne Chalmers whilst comfortable in her job financially, she had lost the passion and drive, explaining that it had become a little routine leading her to decide that the best option for her was to take a break and recharge her batteries.
What the case study of Suzanne Chalmers has taught us about organizational behavior theories is that human behavior at work doesn't always have a negative effect on the success of the business and its individuals.
Despite her lack of motivation towards her job Suzanne Chalmers didn't jeopardize the success of API but ultimately made the decision with her best interests at heart.
Presented By Luke, Jadelle, Danny, Iriving & Brett
Using the EVLN model to assess why Suzanne Chalmers wanted to leave her job at API.
She wanted to exit her position because the job was becoming repetitive but stayed loyal for a period of time and didn't change over to a rival organization