The Case of Joe the Jerk (or, the Very Capable Jerk)
The case study is a classic example of a competent jerk. Joe is presented as a brilliant young man with high prospects of making it beyond a module manager (MM). However, he holds significant drawbacks from his traits of grandiosity and arrogance towards his colleagues and subordinates. These opposing traits have created a complicated dilemma for Joan, the team’s MM, on how to deal with Joe. It is an understatement to point out that workplace tensions should be resolved as they threaten the team’s motivation, productivity, and job-oriented relationships. As the manager, Joan will have to compromise on either competence or likability, as both are equally important for the team’s success. The scenario is no secret a complicated one considering Joe’s aptitude and outside work problems with family. Therefore, it would be prudent for Joan to utilize available motivation theories to manage the situation and decide the best outcome.
Joe’s character is one that is inherently intertwined with his personal life. The negative behaviors can be correlated to personal life stressors or even childhood, as such work attitudes can be emanating from psychological needs. There is, therefore, some hope for Joe to change with proper coaching and management. Since Joe’s desire is for more responsibility, his motivation is intrinsic; he desires to do better for himself. McClelland’s need achievement theory and Maslow’s hierarchy theory can be adopted to explain Joe’s situation. Joe seeks to meet his esteem needs through his arrogance as he craves acknowledgment. Behaviors such as publicly confronting a subordinate are instances where his inner desires come out openly to be seen. Joan’s efforts to correct Joe, although not successful, are openly visible. The best alternative for Joan would be to address Joe’s motivation needs, that is, his esteem needs. The approach would be to inform Joe that there is an opportunity for him to promote, but it all depended on his work-attitude. All motivation theories try to explain that people’s attitudes and actions towards a particular endeavor are factors of both internal and external needs. In this case, Joe will have to conduct a self-evaluation on what it takes for him to meet his esteem needs. If all it needs is for him to embrace his good side, he will likely get to change. Moreover, Vroom’s expectancy theory suggests that individuals tend to be more productive when they believe their efforts will be rewarded.
However, there exist some limitations in solving Joe’s situation using the aforementioned theories only. Joe has demonstrated his capability to be likable when in meeting with board members. Nonetheless, his work-attitude towards subordinates remains unpleasant, thus raising questions on the line between esteem needs and mere pride. According to (), Joe’s behavior appears he believes that he is owed special treatment than his colleagues, to the point it is even unbearable for a fellow assistant module manager to work with him. All these facts point out that Joe knows of his behavior. If his interests align with the team’s objectives rather than personal gains, he needs to demonstrate positivity and a good attitude at the workplace. Also, the motivation theories in organizations apply to a team rather than a singular employee only. The concepts around the motivational theories certainly offer hope in addressing Joe’s situations on a personal level. Still, they may be far-fetched if Joe does not conform to the requirements. For instance, in reference to McClelland’s theory of needs, Joe may be motivated by the need for achievement and power, but his approach limits his success to meet those goals. His achievement in the public service sector is closely linked to how he relates to others. Leadership roles also demand that a person gives an ear to those they lead as everyone in a group has something to offer.
On the other hand, Joan’s leadership and motivation styles are arguably commendable. She adopts several strategies to motivate her subordinates, like taking them to retreats, taking a point to know their issues, and even correcting them, as in Joe’s case. However, her management of Joe’s attitude is wanting. She fails to take a firm stand on Joe’s attitude as she mostly gives him a pep talk whenever he wrongs. The impact of Joe’s behavior on the teams’ motivation and productivity needs a higher level of seriousness like documented warnings. Some managers may argue that they can diffuse their antipathy to an intolerable person for technical competency, but, similarly, it is at the expense of a harmonious organizational environment. As a manager, Joan’s responsibility is to ensure a positive working environment for every member of her team. She can adopt other stringent measures like putting him on probation, demotion, signing a declaration form to follow the module’s code of conduct, and strongly suggesting counseling. It is evident that Joe responds to incentives, as seen during board meetings. This fact can force behavior by demoting him and threatening to make it permanent if he does not change his behavior. Working as a member of the module, rather than an AMM, may force Joe to reassess his attitude towards employees under him. He gets to experience firsthand how a conducive working environment fosters job satisfaction. For the performance review, Joan should evaluate his input but clearly explain that his attitude will jeopardize his chances of succeeding in a leadership role.
In conclusion, understanding the various motivation theories and concepts would help build a working space that every employee will prosper. Motivation is undoubtedly an essential driver for employee job satisfaction and, ultimately, productivity. In the case study, the manager is faced with a dilemma of retaining a competent jerk AMM or ensuring a stable working environment for the employees. The manager needs to refer to the various motivation theories to formulate a solution that will lead to the team’s best outcome. Understanding what motivates Joe should enable the module manager to make informed decisions regarding him. Nonetheless, Joan needs to actively manage Joe’s attitude by punishing misdoings with either probation or demotion even as she seeks to mentor his talents.
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