CONSULTATION OF

SCHAEFFER’S HARLEY-
DAVIDSON AND MOTORSPORT

MNGT 395-400 Dr. Mariana Lebron

a. Organizational Description

Schaeffer’s Harley-Davidson and MotorSports is a family owned business that has been

operating for 50+ years that sells Harley-Davidson and KTM motorcycles, Can-Am vehicles and

parts, accessories, and riding apparel. The Harley and MotorSports stores are at two different

locations but operate as one business. These stores operate in a functional organizational

structure, meaning the employees are grouped in their area or specialization. The structure starts

with the owners at the top, then the general manager, then the department managers, and finally

the staff. There are six departments in both stores; finance, parts, sales, motor clothes, rentals,

and service. The managers and staff in these departments have an advantage of specialization of

skills and knowledge in their specific department. Although the staff has the skills and

knowledge to perform their jobs effectively, there is still a problem with this knowledge being

translated to performance.

In a functional organizational structure there are specific disadvantages that can have a

negative impact on the company and Schaeffer’s Harley-Davidson and MotorSports is showing a

direct correlation to many of them with the problems they are encountering. The employees are

regularly performing the same job and according to Kimberly Melnick, they are not motivated to

reach outside their comfort zone and be challenged (K. Melnick, phone interview, November 6,

2018). This could be related to the fact that they are bored and are no longer enthusiastic about

the jobs they are performing (Usmani). There has also been a major disconnect in

communication within and between departments. This can be directly related to the functional

structure because when communication is poor throughout the departments it can cause poor

inter-department coordination, this ultimately decreases flexibility and innovation (Usmani). Ms.

Melnick stated that the employees are in it for themselves and are not considering the dealership
and its long-run goals (K. Melnick, phone interview, November 6, 2018). In functional

departments it is common for employees to be distracted by their department’s goals and to

disregard the organization’s goal (Usmani). In Schaeffer’s Harley-Davidson and MotorSports’

case, according to Ms. Melnick, the staff seems to be comfortable with where they are in the

business and do not care to make or carryout departmental goals. When decisions cannot be

made or carried out by the staff this puts all the pressure on the managers to make these

decisions, on top of what they are already in charge of. It is common in a functional structure that

managers make decisions autocratically (Usmani). In this situation the managers at Schaeffer’s

have no choice but to make decisions without the team since the team is not willing to put in the

effort themselves. There are currently a lot of problems that Schaeffer’s Harley-Davidson and

MotorSports is facing, and the way the business is structured puts a significant amount of

pressure on the managers and owners to keep the stores functioning properly when the staff

cannot rise to the challenge.

b. Organizational Analysis Overview

The main problem Schaeffer’s Harley-Davidson and MotorSports is facing is a very high

turnover rate over the past two years. This puts the owners and the managers in a position to

terminate workers whom cannot successfully perform and aid in the advancement of the

business. As the manager of both sales and finance Kimberly Melnick knows the ins and outs of

both stores day to day operations and believes the high turnover rate stems from the lack of

communication, the employee’s inability to be challenged, and the employee’s view of personal

gain over company gain (K. Melnick, phone interview, November 6, 2018). All these flaws

cause a negative effect on storewide sales and puts all the pressure on the managers and owners

to keep the store functioning efficiently.

 These organizational behavior concepts could help us develop a better understanding of

the problems Schaeffer’s Harley-Davidson and MotorSports is displaying, additionally, how they

can be solved. The concept of communication competence can help us understand the lack of

communication within the company. Communication competence focuses on the idea of active

listening, non-defensive communication, and empathy; as explained by Ms. Melnick the staff is

lacking in all these areas. Another concept that could aid with the communication problem is the

idea of dysfunctional conflict. Right now, the employees are not confronting the communication

problem, ultimately making it worse and creating a defensive work environment. The

organizational behavior concept of valence, as described in the Expectancy Theory, helps to

understand and solve the employees’ unwillingness to take on challenges. The employees are

comfortable with where they are within the business and do not possess the want to develop their

own goals. The employees value what is necessary to keep their job and to receive incentives,

but they do not value the overall advancement of the business or acknowledge how their actions

are affecting the business as a whole. When it comes to solving the employees’ view on personal

gain over company gain, it can be linked to the idea of self-enhancement in Schwartz’s Value

Theory, extrinsic motivation, and McGregor’s Theory X and Theory Y. All these concepts are

directly related to why the employees at Schaeffer’s Harley-Davidson and MotorSports only

concern themselves with their own personal gain rather than the betterment of the dealerships.

An overall concept that can be useful is the idea that the employees and managers see their

positions as group work rather than teamwork.

After solving these problems and applying the desired organizational concepts there are a

few recommendations that Schaeffer’s Harley-Davidson and MotorSports could benefit from. A

recommendation to help with communication is to create an open-door policy so that the

employees feel like they have a place to be open and transparent with their supervisors and

throughout the workplace. This could help eliminate the employees’ defensiveness towards one

another and their managers. The second recommendation is to set the employees up for success

by allowing the staff to create their own goals with little help from the managers. The final

recommendation is to create team sales games to create friendly competition between the

employees. These problems, concepts, and recommendations will be expanded upon throughout

this report.

c. Stop 1: Organizational Problem

Schaeffer’s Harley-Davidson and MotorSports has been experiencing a high turnover rate

because employees are not motivated to reach outside their comfort zone and be challenged. This

causes a negative effect on sales and puts a great amount of pressure on the managers, especially

when trying to reach their desired goals set by the company. The employees are solely focused

on personal gain over the organizational advancement. With this lack of motivation, all channels

of communication are at a standstill, no one is communicating with the managers what they need

in order to be successful for the company as a whole, not just individually.

In the desired state, the company wants the employees to have a sense of equity, which in

turn can increase satisfaction and motivation. Ideally, managers would like the employees to set

their own goals and want to reach them, so they feel more accomplished, not just because they

are doing what is expected of them by their supervisors. The motivation for employees to

achieve success at something they have created will be higher, this will be due to the fact that

they know what is attainable for themselves specifically. Managers would like to see more

communication from employees to managers, as well as employee to employee, to become a

well-oiled, selling machine. Also, willingness to do the job they are hired to do without monetary
or other incentives is a major key to them maximizing sales and ultimately helping the company

boost revenue.

The gap appears between employees and management not communicating as effectively

as management would like them to be. Also, employees are not properly motivated according to

the supervisors. The current state and desired state can be measured by the turnover rate

decreasing by at least 20%. Our ideas to improve communication within the company will make

the employees feel more valued and be more motivated, this in turn will give them what they

desire to stay with the company. Once the employees feel heard and motivated they will not be

as quick to quit in the future at Schaeffer’s Harley-Davidson and MotorSports.

d. Stop 2: Identify OB Concepts to Solve the Problem

i. Organizational Problem Analysis Approach

In order to analyze Schaeffer’s Harley-Davidson and MotorSports we chose to interview

the Sales and Financial Manager, Kimberly Melnick. Ms. Melnick has a well-rounded

perspective on the organizational challenges that are being faced by the organization because she

works at two of the Harley-Davidson and MotorSports locations and is in the shops to see what

is going on day-to-day with the employees. The business that we chose is about two-hours away

in Carleigh’s hometown so we chose a phone conference as the optimal option to interview Ms.

Melnick. Phone conferencing and general telecommuting is a rapidly growing way of

communicating in the business world and is an important skill that the Savvy Six would like to

possess upon entering the business world after graduation. We found that the phone conference

was a great way to be in contact with Ms. Melnick since she left the communication channel

open for us to contact her with any further questions via phone or email.
 Schaeffer’s Harley-Davidson and MotorSports has been facing a problem with turnover

of employees over the past two years, this can be attributed to many problems that the

organization is facing internally according to Ms. Melnick. The first problem mentioned is the

communication channels between employees are closed off because they are not willing to listen

to one another. The employees often let their emotions get in the way of making sales and when

there is any sort of pressure they are unable to perform. Some employees simply do not care at

all while others take everything that is said to heart and as a personal attack. The second problem

is the lack of ability or motivation for the employees to create their own SMART goals because

the employees do not care if they advance within the organization and are complacent about the

challenges that the organization is facing and do not believe that these problems affect them or

their job. During the off-season employees should still be focused on keeping in contact with

customers and planning for sales but instead they become stagnant. The third problem is the

general motivation of employees, they are solely motivated by rewards and incentives, even

when it comes to simple tasks that are expected of all employees such as answering the phone

and washing dirty units (K. Melnick, phone interview, November 6, 2018). It has also been very

difficult to keep the employees motivated during the off-season; although they are given the tools

to contact customers, they do not because they see this task as beneath them (K. Melnick, phone

interview, November 6, 2018). The employees are self-interested and do not care about the

success of the business, when they are about to make a sale they are excited and engaged but do

not want to put in the work that builds up to the sale or the follow-up procedure that come

afterwards. Overall, the lack of communication within the business seems to be the biggest

problem in relationship to the high turnover that the organization is facing.

ii. Explain Problem with OB Concepts

 The biggest issue that Schaeffer’s Harley-Davidson and MotorSports is facing involves

the lack of progressive communication. This is a result of recommendations that are made are

taken as an attack rather than a suggestion, this leads to a defensive reaction and a tense

environment in which the employees look out for themselves, perhaps in fear of starting

arguments with their co-workers if they were to speak up. As stated in the textbook, “A national

survey of 400 employers and 613 college students revealed that more than 80 percent of

employers and 75 percent of students believe oral and written communication skills are

important for workplace success,” (Kinicki, 2018, p. 337). This is an important statistic to

consider, as it creates a direct link to the company’s turnover and the lack of communication,

hindering the company’s full potential. A concept that can be linked to the issue is that of

communication competence, which involves active listening, non-defensive communication, and

empathy. According to Ms. Melnick, the employees have an issue with all the areas of

communication competence; they don’t appear to care enough to ask questions and engage in

active listening, they get defensive when others don’t agree with them, and they lack empathy in

caring or trying to understand other viewpoints that differ from their own. The lack of

communication can also be viewed as an unspoken form of dysfunctional conflict that cannot be

confronted or resolved until people are willing to mention it rather than just avoiding it, thus

allowing it to get worse. Since employees get defensive, it is easy to conclude there isn’t a

psychologically safe climate in which people can speak their minds without dealing with

negative repercussions since their co-workers may react defensively or with aggression, leading

to incivility that douses the motivation and creativity of those affected by this tense environment.

With this lack of communication between employees and managers, the employees lack

the incentive to create their own goals since they are comfortable with where they are and the
company goals as a whole may not be clearly communicated to them, causing them to perform

their daily tasks without giving much thought to it. Overall, the company appears to be lacking in

performance management; they fall short in the defining a concept we believed could be linked

to this is a lack of valence, which is an aspect of the Expectancy Theory. The employees may

value their outcomes in the sense of incentives and their pay, but do not seem value their

outcomes in terms of how it could affect the whole business. There also appears to be low

organizational citizenship behavior since nobody does their part to delegate meaningful work and

only does the minimum work required to keep their jobs, which is linked directly to a high

turnover rate, another issue that Ms. Melnick presented in the interview (Kinicki, 2018, p. 61).

However, the third issue of employees seeming to be motivated by rewards rather than

achievement and progression can be identified as the most important. This issue can be explained

by three key concepts: the self-enhancement dimension of Schwartz’s Value Theory, extrinsic

motivation, and McGregor’s Theory of X and Theory Y. The textbook defines self-enhancement

as, “pursuit of one’s own interests and relative success and dominance over others (power,

achievement)” (Kinicki, 2018, p. 47). While the employees don’t desire power over one another,

Ms. Melnick expressed concerns about the employees only wanting to better themselves and put

in the minimal work needed to gain extrinsic rewards without caring about how better off other

employees or the company are after a sale occurs. This ties into McGregor’s Theory since the

employees get excited about making a sale to get paid their commission, but are not very willing

to deal with the pre and post transaction stages or even engage in simple tasks if they are not

required to do it. This puts the employees under the Theory X category since they are only

motivated by rewards, but do the minimal amount of work and cut corners where they can as

long as it does not lead to punishments.

 An overall concept that can be applied to the company is that the employees treat their

positions like group work rather than teamwork. Each employee is more interested in their own

personal gain rather than considering how their performance – or lack of – effects the other

members of the organization, making each member accountable for their own success instead of

the success of the business as a whole. While Ms. Melnick did not mention the direct use of

group or team projects, we believe that there is an informal group formed between members in

the same department. Even if it is not directly stated that all the employees are connected, they

all influence the performance of the business, giving them all a common goal that connects them.

Even if there are not formal groups, we believe that treating their success as more of a team

success rather than an individual success would benefit their drive to succeed. While all of these

organizational behavior concepts can be applied to the issues, we chose to focus on the issue of

goal-setting and basic communication in our recommendations since we reached the conclusion

that they were the base issues that have to be solved before anything else can be resolved.

e. Stop 3: Recommendations

Recommendation 1: Implement an open-door policy

As mentioned before, a main problem that the employees and managers have been facing

is their lack of communication. The concept found to be linked to the staff's behavior was

communication competence, which demonstrates their inability to actively listen, show empathy,

and have a discussion without becoming defensive. A recommendation to help with this problem

is to implement an open-door policy within company. The suggestion is that managers should

ask their staff to stop by at their convenience at least once a week with a progress report. The

managers should develop a summary sheet which can help them track each staff member's report

as well as any concerns or recommendations. Developing this report allows for every employee
to have a say and takes the pressure off the managers to identify all of the problems. With this

report employees and managers will be able to practice their active listening skills weekly, show

empathy with other coworkers after understanding the entire situation, and create a workspace

that is not defensive but rather a place that encourages openness and cooperation. By having

open communication, it will be easier for employees to let management know what they need to

maximize their efforts and management can provide the staff with helpful feedback in regard to

the employees concerns and recommendations. Another facet of this is, progress reports which

will also allow the entire business to engage in self-awareness, empathy, and adaptability while

creating a safe environment where everyone feels welcome to share their opinions. This

recommendation directly resolves the dysfunctional conflict occurring in the company by solving

the communication problem before it worsens.

Recommendation 2: Have employees create individual goals

Another problem that the Schaeffer’s Harley-Davidson and MotorSports has encountered

is the employees’ unwillingness to be challenged. According to the Expectancy Theory, the

employees are lacking in valence, which means the employees value their outcomes in the sense

of rewards and pay, but they do not value their outcomes regarding how their actions affect the

business. Our recommendation to help solve this problem is to have employees take the lead in

creating individual goals that relate to the store's monthly goals, with minimal guidance from

management. This will allow the employees to be challenged along with increasing their valence

towards the business outcomes by working towards a goal for the organization that they

developed. For this to occur, the managers would present the monthly goal to team members and

then each team member is challenged to come up with a weekly or daily SMART goal that

relates to the monthly SMART goal. This will create a recipe for success because each team
member can achieve their own goal on their own terms while simultaneously contributing to the

team. The staff will then have to report to their managers weekly so that the manager can assess

if they are on target to achieve the monthly goal. On the 15th of each month the manager will

announce the next month’s sales goal after which the team formulates their weekly sales goal.

The staff will need to define exactly how they will reach their sales goal and define a tracking

mechanism and report to their manager weekly with their progress. By the close of business each

Saturday, each salesperson must turn in a tracking sheet which shows the results of their actual

goal versus their goal for the week as well as confirming the sales goal for the upcoming week.

By utilizing Expectancy Theory, employees will know exactly what they are working towards.

This recommendation will create a sense of valence for the employees towards the business,

because in order to get paid they need to challenge themselves by creating individual goals while

valuing the business goals. Along with the first recommendation this suggestion will improve the

overall morale of the company by removing stress from both management and employees.

Management will feel less stress because they will no longer have to create individual goals for

each employee but can still oversee their progress. Employees will also have less stress because

they are setting realistic goals for themselves that fit within the company’s monthly goal. If the

employees feel they have equity within the goals, they will not feel forced to reach unrealistic

sales goals.

Recommendation 3: Create a monthly sales team game

The first two recommendations focus on improving communication and developing a

system that will encourage the employees to be motivated to individually and holistically

succeed for the business. The final recommendation is a way to bring all the components

together whether that be to increase communication, challenge the employees, or change their
view from personal gain to company gain. Right now from what Ms. Melnick has explained, the

employees appear to fall under self-enhancement in Schwartz’s Value Theory. They also display

extrinsic motivation and are motivated as explained by McGregor’s Theory X. With all of this in

mind, we recommend creating a fun monthly team sales game that will motivate the employees

and create friendly competition that will increase their sense of equity in the business as well as

communication. By creating a sales game, not only will this boost motivation, it will put a time-

focused goal that all employees will have to reach. In creating games and competition, this can

settle any discomfort or unwillingness to communicate. The employees will do well in this group

competition because there will be a reward for those who meet their sales goals. The monthly

sales competitions will coincide with the goals set by the employees in our second

recommendation. Teamwork must be prompted so that the environment does not become hostile,

the idea of a game is to let the employees have fun while also bridging their connection with

coworkers and the business.

f. Client Feedback

i. & ii. How did you present your feedback? Did they agree/ disagree with your

assessment of the problem? Explain?

Our feedback was presented to Ms. Melnick by means of report through email. The team

then conducted a phone conference with Ms. Melnick on November 24th, 2018 to discuss the

report and answer any questions that she had. Ms. Melnick highly agreed with our assessment of

the problem. She said that the problem was explained very well and in accurate detail (K.

Melnick, phone report presentation and feedback, November 24, 2018). The assessment of the

problem was exactly what the Savvy Six discussed with Ms. Melnick in the interview and we

captured all the details of the problems, as well as the possible causes of the issues. She also
mentioned that we analyzed even more details than what was discussed in the original interview

and brought certain issues such as communication to the forefront as the root of the problem. Ms.

Melnick said that we had a complete understanding of the main problems that Schaeffer’s

Harley-Davidson and MotorSports were dealing with.

iii. Describe their feedback about your recommendation?

Ms. Melnick’s feedback was that she loved our report and thought it was extremely

impressive to see how others were able to analyze, critique, and assess the dealerships current

problems (K. Melnick, phone report presentation and feedback, November 24, 2018). She

thought that by having this outside perspective of the issues it opened her eyes to aspects that the

managers and owners might go blind to because they face these problems and situations every

day. Ms. Melnick also took notice to the fact that there are some simple fixes like encouraging

more open communication that need to be addressed as soon as possible so the problem does not

escalate into even more issues for the company (K. Melnick, phone report presentation and

feedback, November 24, 2018). Ms. Melnick also enjoyed the idea of having a fun sales game

that will allow the employees to enjoy themselves at work while also challenging them to meet

goals and communicate with one another. Overall, Ms. Melnick applauded our recommendations

and believed they will come of great use to the business.

iv. Did they, or are they, planning to implement any of your recommended

solutions? Explain.

Ms. Melnick said that they will absolutely implement our recommended solutions. She

realizes that it is vital for the communication problem to be solved because it has the greatest

impact on other issues that the company is dealing with. She said that Schaeffer’s Harley-

Davidson and MotorSports has been encouraging the team to use SMART goals for a while, but
our recommendation on how to get the employees to develop individual daily or weekly goals

could work better than their previous attempts. Ms. Melnick claims that the employees are

sometimes distracted from what a SMART goal is meant to achieve and often need to be

reminded. But with the recommendation that we have provided it will allow the employees to

have constant practice on the development of SMART goals (K. Melnick, phone report

presentation and feedback, November 24, 2018). Ms. Melnick stated that since we are coming to

the end of the year it is the perfect time to revisit these problems and implement new ideas on

how to solve them. The 2019 planning is in the works and the individual SMART goals gives the

team a fresh new start to accomplish something they had a hand in creating (K. Melnick, phone

report presentation and feedback, November 24, 2018).

g. Team Self-Reflection

i. Describe the impact working with a real-life organization.

Working with a real-life organization was overall a very positive and informative

experience for our group. We found it easier to apply organizational behavior concepts than we

originally anticipated which was a pleasant surprise. As business majors we do not always get to

apply what we are learning in the classroom in real-life, but this report allowed us to do so. It

was a great experience to see what we are learning in the classroom be directly applied to

helping a business. We found it very encouraging that Ms. Melnick liked the recommendations

that we created and is planning on implementing some of our ideas in a real business. This

assignment has had a positive effect on us becoming effective managers because we were able to

see how our knowledge is applied in the business world and we were effectively able to work as

a team to solve a real-life problem. We also gained leadership skills through this exercise
because of the teamwork component which forced us to take on roles as leaders to ensure that all

work was done properly and on time.

ii. Has your performance changed over the semester, individually and as a team?

We agree that our team and individual performances have been consistent throughout the

semester. Effort and performance from each team member did not change. Overall, we worked

well as a team but some team members contributed more than others which is our biggest area

for improvement. We did well in the sense that the majority of team members contributed

thoughtful and relevant work that propelled the assignment forward and helped us to achieve.

We also were able to achieve a very high standard and received a perfect score on our last report.

We put in the same amount of effort into this report and our performance has remained

consistent as a team and as individuals, we hope to achieve this standard again on this report.
 Bibliography

Kinicki, A., & Fugate, M. (2018) Organizational Behavior: A practical, problem-solving

approach (2nd edition). New York, NY : McGraw-Hill Education.

Melnick, K. (2018, November 6). Phone interview with [Savvy Six].

Melnick, K. (2018, November 24). Phone report presentation and feedback [Savvy Six].

Usmani, Fahad, et al. “What Is a Functional Organization Structure?” PM Study Circle,

pmstudycircle.com/2012/08/what-is-a-functional-organization-structure/.
Appendix A: Interview Questions and Responses with Ms. Kimberly Melnick

1. What is one of the biggest problems Schaeffer’s Harley-Davidson and

MotorSports is encountering?

a. There has been a high turnover rate for the past 2 years and it has been

hard to find people that are driven to work towards the company's goal.

2. Are there areas that you think are contributing to the high turnover rate?

a. Communication is lacking, the employees do not talk to one another,

everyone thinks there way is the best way, they are in it for themselves

and do not consider the businesses long-term goals.

3. Because there is a communication problem, do you have problems setting goals?

a. The employees cannot make their own monthly goals and struggle to track

their progression.

b. They are not motivated to make their own goals so management ends up

making them and then the employees find it hard to meet goals that they

do not help develop.

4. What are the employees emotions like during a workday?

a. Certain employees will take everything their managers or coworkers say to

heart and the rest of the employees do not care at all.

b. The only time the staff is happy is when the work they do comes with an

incentive.
 c. No willingness to work as a team and are very emotional when stress

becomes a factor. The employees seem to shut down and not perform (ex:

skip corners on paperwork) to the level that the company needs.

5. What is the staff’s level of motivation to complete and excel at their job?

a. It is hard to motivate the employees to perform when we are in the off

season, because we are not bringing in the sales that we normally do.

b. The only thing that motivates the employees is an incentive, and a lot of

the time they should be doing certain tasks on a regular basis and should

not need an incentive to get it done.

c. They believe that certain jobs (ex: washing a dirty unit, answering the

phones, plow and shoveling snow, and making food on the weekends) that

are necessary for the business to function properly is demeaning to them,

so they have no motivation to complete these simple tasks.

6. Where do you think the employees fall under job satisfaction?

a. A majority of the staff is comfortable with where they are in the business

and they do not care if they stay there.

b. They are satisfied with doing minimal work as long as they get paid and

receive incentives for certain tasks.

c. Because they are comfortable with where they are they do not want to

challenge themselves in their day to day work.

7. What is the employees attitude like on a regular basis?

a. There is often negative attitudes coming from managers which ultimately

brings out a negative attitude in the staff. This negative attitude is causing
 staff members to slack on their work while bringing their performance

down. There seems to be a constant cycle of negativity between the

managers and the staff.

b. The employees’ attitude is conservative and they like to stick to what they

know and do not like change or a challenge. But the managers are trying

to make changes that will positively affect the business, including

challenging their staff and changing processes that no longer work for the

company's benefit.

8. What is the employees’ engagement like within the business?

a. If there something positive like selling a bike the employees are happy and

excited, but they do not consider the process of setting up the bike and

when it is not done right away they get mad. The often blame their

miscommunication or mistakes on others.

b. The employees are excited and focused when there is a sale but if they

lose the sale they get completely negative and do not care anymore. The

managers often have to rebuild their motivation after every loss.

c. They are engaged when things are going their way but the second

something goes wrong it is like their ego is crushed and they cannot get

anything out of a failed sale. They do not even consider what they can get

out of the experience and what they can improve on for next time.
Appendix B: Original Interview Notes

Schaeffer’s H-D= High turnover for 2 years

There has been conflict with communication between workers:
 They can’t talk to one another
 everyone thinks there way is the best way
 they are all in it for themselves don’t consider dealership and long-run goals
 Don’t look at whole picture, need to explain everything over and over
Goals:
 Can’t even track a weekly goal
 Can’t make their own smart goals, if they don’t make their goals they aren’t motivated to
make them. But they won’t make up their own goals
Emotion:
 One employee is taking everything to heart, then the rest don’t care about it at all
 Ex: George as potential and then keeps making same mistakes, but is super defensive and
emotional
 No willingness to be a team
 Only time they are happy is if they get an incentive (how can we get them to do a job
without getting an incentive)
Motivation:
 How do we motivate our employees to perform (change in seasons causes low
performance)?
 Only thing that motivates is an incentive (Don’t need to be payed extra to complete the
job you are assigned/hired to do)
 Some jobs are too demeaning to them (ex: washing a unit that’s dirty, answering phones
if no one is covering, plow and shovel snow, make food on weekends) not doing jobs that
everyone should be doing together
 All of them act different to problems some don’t listen and the rest take it completely to
heart
Job satisfaction
 they are comfortable with where they are and don’t care if they stay there (satisfactory to
someone)
 They are comfortable and don’t want to challenge themselves
Attitude is 50/50 negative and positive:
 George says its negative coming from managers, so it becomes negative on him and he
can’t perform
o His attitude is causing him to slack and brings himself down which makes it hard
for the managers to be positive (Constant cycle of negativity)
 Employees attitudes are negative depending on season (negative when there is no work)
 o Given the tools to contact customers yet they won’t do it in the off season and on
season because they think its below them to do these tasks.
 They are fine with the status quo, okay with coming to work and doing the same thing but
can’t be challenged (they are making enough money with what they are doing)
 They think they are entitled to extra pay when they don’t do extra work (mindset
problem)
 Majority of the employees fall under conservation (tradition, security)
 Only managers and bosses, few employees are under self-transcendence

Employee engagement:
 Urgency- if there is in something for them (selling bike) they are happy and excited, but
they don’t consider process of setting the bike up and then they get mad
 Enthusiasm- have that sale they are excited and focused, if they lose a sale they are
completely negative and don’t care anymore need to rebuild up motivation
 Focused and intensity high when things are good and going their way and second
something goes wrong, they can’t perform. Give up their ego gets crushed, didn’t get
anything out of a failed sale (but you followed process and creates experience)
Stress:
 Do not deal with stress well at all. Their performance crumbles because then they don’t
focus on the process and skip corners (short-cuts on paperwork)
Interpersonal skills:
 some personalities can work together and then in other situations full out war ex:
o Cindy- older mindset, betterment of everyone (conservative very closed to
change) can work with Devin and long as Rick isn’t around, Cindy wants to be a
leader but in a more conservative way
o Rick- he wants everyone to succeed, knows a different way to do things (openness
to change), wants to make a change more than anyone, puts foot down, sense of
need for leadership he wants to control the situation to help make it better
o Devin- openness to change as well, can see where we are weak and try to make a
change, but does not necessarily need to be in a leadership position

Intrapersonal:
 Don’t like to be accountable for their own work (ex; setting goals) blame the environment
(its raining/snowing or manager is having an off day so then they have an off day)
Self-efficacy:
 Some are high, and some are low
 They know they can do it if they have done it before but if their mindset is negative, they
cant do it (have the potential, don’t want to be outside their bubble)
Self-Esteem:
  Negative attitudes so they are lacking in creativity, want others to do thinking for them
 The less effort they must put in the better off they are
Emotional stability:
 Any pressure they can’t perform: slack big time
Large majority of the team is not emotionally stable when it comes to their work