Scenario 1:
LMN is a social service agency that provides criminal justice programs in the north-central region. LMN management has refused to recognize employees' career growth and is insensitive to the need theory of the employees. Recently, LMN is concerned with low employee morale and high turnover rate (80%). The LMN management (comprises individuals that have been with the agency for a minimum of 10 years) has hired you as the HR manager to present a practical solution that will assist LMN to return to its elite status as the best social service agency provider in the north-central region.
Scenario 2:
Why is it so difficult to predict whether an employee will be a highly motivated employee? What factors can influence employee motivation?
Scenario 3:
You are the chief executive officer of a local law enforcement agency. Your agency had a fantastic year by keeping crime low to a single digit. Your law enforcement officers (employees) worked hard to achieve this success. However, the budget for the fiscal year goes to logistics, operations, and training. You want to show appreciation to your employees by giving pay raise. However, you cannot afford to give pay raises to all the employees. What methods can you use to reward outstanding employees?
Scenario 4:
In a recent national survey of human resources (HR) executives, the majority of the HR executives reported that the top priorities of top management are to counter competition, cut costs, and improve performance. 12% of the HR executives said that their department had major responsibility for improving performance. What do you think are some of the reasons for this gap in top management priorities and responsibility of the HR department?