THE TRANSFER PROBLEM
According to his previous manager, Dana had always been a conscientious and accurate worker with a pleasant and willing attitude. Yet, ever since his transfer to Andrea’s team four months ago, his e
or rate has been above average, he seems sullen and he generally exhibits a ‘couldn’t care less’ attitude. Andrea is at a loss to know what to do. She has spoken to Dana about his performance twice. After the first discussion, his performance improved slightly, only to fall off again about two weeks later. The second time they discussed the problem, his performance improved dramatically and remained excellent for about three weeks. Now it is back to its previous low level. Andrea goes to the employee relations officer (ERO) for advice on how best to deal with Dana. As far as the ERO can determine, Dana’s duties in Andrea’s area and in his previous area are similar, although in his cu
ent role, because of the additional ‘due diligence’, or prudential requirements, in Andrea’s team, he has less discretion in decision- making and somewhat less freedom regarding how the work is actually ca
ied out. The only other difference, and this so far is just guesswork, is that in his old department Dana had built up a reputation of ‘knowing what he was doing’ and was regarded by the other members of the work group as something of an ‘expert’. The bottom line is this: Even though Dana is clearly capable of meeting the requirements of his present job, he just doesn’t seem to want to.
Questions 1. What motivational needs seem to be missing in Dana’s new work team? What could Andrea do to meet them?
2. If you were Andrea, what would be your next move?