employee motivation case study with solution

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Publication date: 25 June 2019

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Kiera, a young, enthusiastic sales rep, was recently promoted to manager of a sales team of five. In her first year on the job, she tackled a major revamp of the company's outdated training materials and organized a regional conference for her area, but neither her boss nor corporate seemed to appreciate the work she had been doing. Without support or guidance from her boss, Kiera was confused. What was she supposed to do? Parts A and B of the case present two different perspectives on coaching. Part A contains a narrative from the point of view of the “coachee,” Kiera, who was learning how to work with her boss, ultimately with the assistance of an executive coach. This case focuses on coaching as a tool to enhance self-management and relationship management and to improve personal performance. Part B describes how Kiera started to learn the “coach approach” to managing her team with the continued guidance of her executive coach. She learned to apply the same skills that her coach used with her in Part A to diagnose her team, share feedback, and communicate expectations. She was learning how to listen and ask thoughtful questions, but she also needed to expand her awareness to “other-management” and build her own coaching skills to enhance her team's performance.

• Human resources management
• Management development
• Performance management
• Sales force management
• Women in business
• "Leader as Coach" Coach Approach

Cates, K.L. and Booth, B.E. (2019), "Leader as Coach: Restoring Employee Motivation and Performance (A)", . https://doi.org/10.1108/case.kellogg.2021.000081

Kellogg School of Management

Copyright © 2019, The Kellogg School of Management at Northwestern University

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5 Real-World Case Studies that Prove the Power of Intrinsic Motivation

The Call for Intrinsic Motivation

The way we think about motivation is changing, and as Learning & Development and HR professionals, it's our responsibility to adapt and guide this transformation. Traditional methods of carrot-and-stick motivation are increasingly viewed as obsolete, paving the way for a more nuanced approach focusing on intrinsic motivators like autonomy, mastery, and purpose. "Control leads to compliance; autonomy leads to engagement," as research has famously shown. Today, we'll delve into five real-world case studies to demonstrate the tangible impact of intrinsic motivation on organizational performance.

1. Google's 20% Time: Autonomy in Action

The initiative.

Google's 20% Time allows employees to spend a fifth of their working hours on projects they're passionate about, unrelated to their primary job responsibilities.

The Results

This policy has led to the development of some of Google's most successful products, like Gmail and Google News. By granting autonomy, Google has managed to foster innovation, job satisfaction, and exceptional performance.

Lessons for L&D and HR Professionals

Use similar "innovation time" projects in your organization to build a culture of autonomy. Even if it's not 20%, giving employees some time to work on what engages them can pay off significantly.

2. Zappos: Delivering Happiness Through Purpose

Zappos's core purpose goes beyond selling shoes and clothing. They aim to "deliver happiness."

Zappos has one of the most loyal customer bases, boasting a retention rate of 75%. Employees are more engaged because they see a higher purpose to their work beyond just selling products.

Work to identify and communicate the higher purpose of your company. Make this purpose a central part of your onboarding and training processes to instill intrinsic motivation.

3. Atlassian’s ShipIt Days: Mastering Skills in 24 Hours

Atlassian has a quarterly event called "ShipIt Day" where employees have 24 hours to complete a project of their choice.

This has not only resulted in valuable new product features but has also boosted employee morale and job satisfaction.

Consider short-term, intensive "hackathons" or skill-building events that allow your team to express their skills and creativity in a non-traditional setting.

4. Adobe's Check-in System: Shifting Away from Control

Adobe has replaced annual performance reviews with regular "check-ins," where the emphasis is on feedback and development, not ratings or promotions.

Voluntary attrition decreased by 30% after the implementation of the system, and internal surveys showed increased employee engagement.

Traditional performance reviews often focus on extrinsic rewards like promotions or raises. Shift the focus towards growth and development to boost intrinsic motivation.

5. Spotify’s Squads: Small Teams, Big Autonomy

Spotify organizes its engineers into "squads," small cross-functional teams that operate like mini-startups.

This enables rapid innovation and high employee engagement. Squads have the autonomy to decide what to build, how to build it, and how to work together while building it.

Autonomy can exist within a framework. Small, empowered teams can execute strategy more quickly and effectively than larger, more bureaucratic structures.

Conclusion: The Road to Intrinsic Motivation

These case studies show us that intrinsic motivation is not just a theoretical concept; it has practical implications that can significantly boost your organization's performance. Whether through granting autonomy, fostering a sense of purpose, or facilitating mastery, intrinsic motivation can be a driving force behind business success.

To deepen your understanding of how intrinsic motivation can prepare your organization for any challenge, including economic downturns, check out this asset: Practical Strategies L&D Leaders Can Use to “Recession-Proof” Their Companies and Teams . It provides L&D professionals with actionable insights to cultivate resilient, exceptional leaders and teams.

About the author

Pedro is the content manager of BookClub's Bookshelf Blog. With over a decade in EdTech, Pedro's become the go-to guy for transforming the best of books into engaging blog content. Not only does he have a knack for curating fantastic book lists that keep our readers hooked, but he also has the unique talent of bringing the essence of each book alive on our blog. Pedro might not be a writer by trade, and yes, but don't let that fool you. Having surfed the internet waves since the days before Google existed, he has an unparalleled eye for what makes content truly great. Join Pedro on the Bookshelf Blog as he continues to share book lists, insights, and treasures he finds along his journey.

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7 effective employee engagement case studies and strategies for a productive workplace.

• 1. Acknowledgment and Appreciation
• 2. Emphasis on Employee’s Holistic Wellness
• 3. Initiatives that are Development-Focused
• 4. Develop a Sense of Purpose, Values & Mission
• 5. Maintain Transparent Communication Channels
• 6. Create Conducive Working Conditions

7. Create Space for Fun & Happiness

Are you looking for employee engagement case studies? Learn from some of the best companies out there that have successfully increased employee engagement. See how they did it and what worked for them.

As more and more employers in today’s corporate world realize the importance of employee engagement , the demand for effective and result-oriented employee engagement programs is rising. The internet may present many employee engagement initiatives, but here’s something more: case studies to prove that certain employee engagement strategies are really effective. Follow our blog to learn more about employee satisfaction and ensure that your company is teeming with higher employee engagement initiatives.

According to Johnson and Johnson “ the degree to which employees are satisfied with their jobs, feel valued, and experience collaboration and trust. Engaged employees will stay with the company longer and continually find smarter, more effective ways to add value to the organization. The end result is a high-performing company where people are flourishing and productivity is increased and sustained.”  

Nokia Siemens describes employee engagement as “ an emotional attachment to the organization, pride and a willingness to be an advocate of the organization, a rational understanding of the organization’s strategic goals, values, and how employees fit, and motivation and willingness to invest the discretionary effort to go above and beyond”.

While we learn what employee engagement means and its importance, incorporating practical and effective employee engagement programs as part of company culture is the right recipe for success.  Here are certain strategies for best employee engagement with case studies. 

1. Acknowledgment and Appreciation 

The first and foremost step to boost employee engagement is making sure your employees are valued, acknowledged, and appreciated. This motivates employees to become more productive , stay on track with tasks, and perform well. This can be done in many ways and you need to choose an approach that your employees can relate with. While some enjoy public recognition, others don’t. Hence, you can work on innovative recognition ideas . 

According to a study , social workers in a company received personalized letters of recognition at their home addresses. The workers were chosen randomly and half of them received letters while the rest half didn’t receive any. The first half of the letter was chosen from a few positive motivational sayings and the second half of the letter had a personal note of appreciation written by managers. After a month of the letter experiment, the workers who received letters felt more recognized and appreciated for their efforts, compared to those who didn’t get any. This also had a positive effect on their motivation levels and well-being, according to the results of this study.  

Let Us Help You with Engaging Your Employees!

2. Emphasis on Employee’s Holistic Wellness 

There are many components of employee wellness like nutrition, work-life balance , mental health, and stress management, to name a few. A healthy employee will be more productive and employees who are mentally and physically healthy will exhibit positive motivation, and better morale and resulting in a win-win for both employers and employees. A wellness program can be a good way to start where employees get a chance to explore yoga, in addition to vacation days. A wellness room provides employees with a personal space for their personal needs. 

The indispensable role of wellness and an overall effective wellness strategy for an organization can be best understood based on a study that explored the objective of workplace wellness programs and their impact on employees health and medical expenses and so on. The study identifies certain key factors to boost wellness ideas in a corporate setup such as: 

Effective communication strategy 

Organizations that were part of this research emphasized the importance of how a wellness program is communicated to employees, both in-person and mass information campaigns, with messaging and clear interaction getting the highest priority.

Accessibility of wellness programs

Making wellness programs accessible for all employees is an effective strategy to boost the levels of employee engagement in their organization.

Engaged leadership

According to this study, for wellness programs to be successful, senior leadership should imbibe wellness as an integral and important part of the company culture. 

Effective use of existing resources

Organizations leverage the existing resources and then build relationships, which also include health plans to provide employees with more options.

Ongoing assessment

Most companies agree that continuous assessments are required for employers to better understand their employee’s wellness needs. 

Employee-Centric Engagement, Internal Communication, and Recognition

3. Initiatives that are Development-Focused  

Ongoing development is key for every employee and there are a few development-focused initiatives that you can adopt actively to help your employees gain professional growth like professional networking, master’s or even Ph.D. programs, industry seminars, training courses and conferences, internal promotions, mentoring groups, and career coaching. 

This study titled A Study on the Influence of Career Growth on Work Engagement among New Generation Employees involved six companies from diverse industries like consulting, finance, management, real estate, and so on. The findings of this study show that: 

Organizational identification (IO) is very important for engagement levels and career growth.

Employee career growth positively impacts work engagement;

Person-organization value is positively linked to career growth and organizational identification (IO).

If employees recognize that they can make career progress in a company, they feel more attached and this increases employee loyalty, particularly for the new generation. It motivates them to put in the extra effort, improve performance, work on new skills, and so on. 

4. Develop a Sense of Purpose, Values & Mission 

A visible employee engagement program to achieve higher employee satisfaction levels requires employees to gain a sense of purpose, portray the company’s values and understand the mission. It is important to also understand what each of these attributes stands for. 

Purpose 

A company's purpose is the reason it exists in the first place. Purpose-driven companies are devoted to achieving goals that are bigger than just making money and increasing shareholder value. They also want to make a positive impact on the world around them and approach their work sustainably and ethically. In other words, they're committed to making a difference. 

Mission 

The mission of a company is similar but not identical to its purpose. Many people use the terms interchangeably, but we see the main difference as follows: the mission statement focuses on what the company has been built to achieve. 

Values 

Values are important because they act as a compass for the overall expectations of an organization - they guide how employees do their jobs, how managers communicate with clients and partners, and how workers interact with their peers. By understanding and sharing company values, employers can make better decisions that reflect the priorities of the business.

According to a study by Deloitte , a company’s purpose and mission impact corporate confidence as well, as indicated by the results of this study.

Nearly half of all executives (47%) say that they can identify with their company's purpose, while only 30% of employees feel the same way. 

A whopping 44% of executives believe that exemplary leadership involves setting an example that lives and breathes the company's purpose - but only 25% of employees share this belief. 

41% of executives believe that a company's purpose plays a significant role in major corporate decisions, whereas only 28% of employees feel the same way.

38% of leaders claim that their company's purpose is communicated clearly and openly to all, but only 31% of employees actually think this is the case.

Ultimately, teaching your employees about the company's purpose, mission, and vision takes time and patience. It's a gradual process, but when done correctly, it has numerous benefits for employers. Creating a sense of purpose for your employees allows you to see numerous benefits in the long run such as a more committed workforce and less employee turnover. 

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5. Maintain Transparent Communication Channels 

Many employees feel reluctant to share their concerns and opinions with their managers or peers, either due to a perception that their managers don’t pay much attention to them or maybe they tried earlier but no action was taken by the leadership. Encouraging employees to share their concerns with leaders has its own benefits. 

Practicing reflective listening helps managers to understand the message, through attentive communication. 

Making employees understand they are respected helps them to respect you back and this is an employee engagement strategy based on common sense.

Acknowledging employee views is a way of recognizing a diverse range of ideas and respecting what they say, even though in the end you may still agree to disagree.

Seeking employee’s input actively helps to boost job satisfaction levels. 

A research study analyzed communication between employers and employees and its impact on engagement levels.   The findings supported the general definition of engagement as a sense of shared responsibility between both supervisors and employees, proving that establishing communication with your employees has a wide range of benefits and can work wonders for a company’s employee engagement levels . 

6. Create Conducive Working Conditions 

While expecting high performance from employees by an organization is quite natural, it is also equally important to provide necessary conditions for employees to do their best, by supporting them in any way you can. You can encourage positive and healthy competition in the workplace, show zero tolerance for toxic behavior, maintain a clean and healthy workplace ambiance, and create supportive teams . One way to support your workforce is by encouraging them to focus on things that are already good in their lives. 

According to a consultant, Stephanie Pollack , a visible change is possible when employees are encouraged to know more about the benefits of gratitude and become aware of good things already existing in their lives. Showing gratitude has a plethora of benefits that range from reducing stress to making people feel better about themselves. It's important to build a culture of appreciation in your company so that employees feel comfortable expressing gratitude to one another and also feel appreciated in their jobs. This will not only lead to employees appreciating their jobs and coworkers more, but it will also help them appreciate themselves on a whole new level. Creating a grateful environment takes time, but it's worth it to see the positive transformation it can have on your organization as a whole. 

Workers who are content with their jobs are more likely to be motivated, productive, and engaged than those who are unhappy with their work. And happiness usually comes with having fun. However, this doesn't mean that employees should neglect their tasks or ignore deadlines. Learning how to balance work and play is key to being successful in both areas.

Employees should get the chance to do fun stuff to uplift their moods and refresh their minds and thoughts. This will make them more productive while handling their daily tasks. This can be in the form of having lunch together, organizing joke sessions, quizzes, celebrating employee milestones and birthdays, hosting parties, sports activities, recreational outings, and so on.  According to a study “ Finding Fun in Work: The Effect of Workplace Fun on Taking Charge and Job Engagement” , having fun in the workplace motivates employees in a positive way improving their job satisfaction levels, productivity, commitment, energy,  and creativity. It also helps to reduce anxiety, turnover, stress, and absenteeism.

There is no one-size-fits-all approach to improving employee engagement in the workplace. You can employ one or more of these strategies based on case studies and see what works best for you and your workforce. Creating a nurturing and fun-filled productive place can make a great difference for your company and its growth in the years to come. 

Author Bio:

This article is written by a marketing team member at HR Cloud. HR Cloud is a leading provider of proven HR solutions, including recruiting, onboarding, employee communications & engagement, and rewards & recognition. Our user-friendly software increases employee productivity, delivers time and cost savings, and minimizes compliance risk.

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Module 6: Designing a Motivating Work Environment

6.7 optional case study: motivation at xerox.

Figure 6.11 Anne Mulcahy, Former Xerox Chairman of the Board (left), and Ursula Burns, Xerox CEO (right) Source: Photo courtesy of Xerox Corporation.

As of 2010, Xerox Corporation (NYSE: XRX) is a $22 billion, multinational company founded in 1906 and operating in 160 countries. Xerox is headquartered in Norwalk, Connecticut, and employs 130,000 people. How does a company of such size and magnitude effectively manage and motivate employees from diverse backgrounds and experiences? Such companies depend on the productivity and performance of their employees. The journey over the last 100 years has withstood many successes and failures. In 2000, Xerox was facing bankruptcy after years of mismanagement, piles of debt, and mounting questions about its accounting practices.

Anne Mulcahy turned Xerox around. Mulcahy joined Xerox as an employee in 1976 and moved up the corporate ladder, holding several management positions until she became CEO in 2001. In 2005, Mulcahy was named by Fortune magazine as the second most powerful woman in business. Based on a lifetime of experience with Xerox, she knew that the company had powerful employees who were not motivated when she took over. Mulcahy believed that among other key businesses changes, motivating employees at Xerox was a key way to pull the company back from the brink of failure. One of her guiding principles was a belief that in order to achieve customer satisfaction, employees must be interested and motivated in their work. Mulcahy not only successfully saw the company through this difficult time but also was able to create a stronger and more focused company.

In 2009, Mulcahy became the chairman of Xerox’s board of directors and passed the torch to Ursula Burns, who became the new CEO of Xerox. Burns became not only the first African American woman CEO to head a Standard & Poor’s (S&P) company but also the first woman to succeed another woman as the head of an S&P 100 company. Burns is also a lifetime Xerox employee who has been with the company for over 30 years. She began as a graduate intern and was hired full time after graduation. Because of her tenure with Xerox, she has close relationships with many of the employees, which provides a level of comfort and teamwork. She describes Xerox as a nice family. She maintains that Mulcahy created a strong and successful business but encouraged individuals to speak their mind, to not worry about hurting one another’s feelings, and to be more critical.

Burns explains that she learned early on in her career, from her mentors at Xerox, the importance of managing individuals in different ways and not intentionally intimidating people but rather relating to them and their individual perspectives. As CEO, she wants to encourage people to get things done, take risks, and not be afraid of those risks. She motivates her teams by letting them know what her intentions and priorities are. The correlation between a manager’s leadership style and the productivity and motivation of employees is apparent at Xerox, where employees feel a sense of importance and a part of the process necessary to maintain a successful and profitable business. In 2010, Anne Mulcahy retired from her position on the board of directors to pursue new projects.

Discussion Questions

• How do you think Xerox was able to motivate its employees through the crisis it faced in 2000?
• How does a CEO with such a large number of employees communicate priorities to a worldwide workforce?
• How might Ursula Burns motivate employees to take calculated risks?
• Both Anne Mulcahy and Ursula Burns were lifetime employees of Xerox. How does an organization attract and keep individuals for such a long period of time?
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Employee Motivation – A Short Case Study

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Apex Computers: Problems of Motivation Among Subordinates Case Study

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Key Concepts

Works cited.

The given case study illustrates how highly enthusiastic employees can lose motivation under management that does not praise creativity. Rohit, after joining Apex Computers found himself in a situation where his boss Aparna does not show any interest in the opinions of her subordinates. Initially, Rohit was working for Suresh, who would reward every attempt and innovative solution. He would also allow mistakes to occur without severe punishment. In the end, Rohit loses all of his motivation due to the lack of self-expression.

The case study demonstrates a motivation loss of Rohit who used to be highly enthusiastic and energetic. The absence of positive reinforcement led to his discouragement and decreased performance (Giancola 30). Suresh was highly positive in terms of letting the subordinates come up with their ideas and solutions for the problems. Although both Suresh and Aparna were completely disengaged from their employees’ activities, they possessed different attitudes towards giving feedback. Suresh gave constant input in terms of appraisals and recognition, whereas Aparna was simply disinterested in her subordinates. She did not provide them a creative playground, but only correct answers to the issues.

In the process of using intangible incentives, it is necessary to use, first of all, recognition of the merits of employees. It stimulates everyone and always aids the management when no resources are available for material rewards (Chlpeková et al. 26). Therefore, companies, such as Zen, often have the practice of awarding the best workers of labor. However, it must be remembered that this practice should apply to all levels, and the excellent work of a department employee should not go unnoticed (Chlpeková et al. 41). Another approach that effectively motivates employees is the introduction of a floating ward-to-office schedule to and from the office or flexible working hours. In addition, advanced training courses can develop personal and business skills and strengthen motivation (Chlpeková et al. 38). This is made to directly satisfy Maslow’s self-actualization need, which is located at the top of the pyramid of necessities.

Furthermore, people with the need for self-development, such as Rohit, must be prepared in advance for taking managerial positions. The requirement for success is satisfied by the process of bringing work to a fulfilling conclusion (Chlpeková et al. 35). Such people risk moderately, like to take personal responsibility for finding a solution to a problem. Therefore, it is necessary to motivate these people by giving them tasks with a moderate degree of risk or the possibility of failure. The bosses can also delegate to them sufficient powers, and encourage them regularly and specifically by the results achieved.

The key terms of the given case study are team motivation and achievement recognition. Team motivation and environment play an essential role in determining the overall team effectiveness. However, achievement recognition is important for individual motivation because a person cannot be constantly energetic and enthusiastic for an activity without regular rewards in the form of appraisals (Giancola 29). In addition, the case study shows how the most engaged employees can lose interest in their jobs due to the incorrect management style. It is critical to allow the subordinates to learn through their mistakes and creativity.

The main reason for Rohit’s disillusionment was his expectation that his new boss would be similar to the previous one. According to Maslow’s Hierarchy of Needs, Suresh was providing Rohit with basic needs, psychological needs, and self-fulfillment needs (Bland and DeRobertis 4). The entire pyramid of human motivational requirements was met under the management of Suresh. However, Rohit under the governance of Aparna could not satisfy his needs for esteem and self-actualization. He was highly unmotivated, although the payment was significantly higher and working conditions were far better. In addition, the case study does not inform on Rohit’s family and friends, but it is clear that his needs for belongingness and love at the workplace are not satisfied too. The main reason is that all of the subordinates were unmotivated and disinterested in their jobs due to Aparna’s management style.

To solve the lack of motivation problem, Rohit should satisfy his needs in other available ways. For instance, he can self-actualize himself by setting long-term goals for international projects, where he can get an opportunity to travel to the USA. It can result in the relocation within the company, which will change Rohit’s current team and boss. A team leader can motivate subordinates by offering them autonomy at the job and allowing them to learn from their mistakes (Giancola 27). According to Two-Factor Theory, the motivators are achievement, recognition, work, responsibility, advancement, and growth (Bland and DeRobertis 5). Although Rohit cannot derive his motivation from success and recognition, there are still available sources for enthusiastic behavior, such as advancement and growth. According to Alderfer’s ERG Theory, Maslow’s Pyramid can be divided into existence, relatedness, and growth needs (Bland and DeRobertis 7). A team leader can also satisfy the growth needs of his/her subordinates by showing them the methods of the correct solutions and allowing them to test these ideas.

When solving the problems of effective stimulation of young workers, it is necessary to take into account certain features. Usually, young people do not imagine the development of their careers, with rare exceptions, they are energetic and often do not think about any motivational issues (Chlpeková et al. 45). The opportunities in various fields and the system of rotation within the company are examples of outstanding solutions for Rohit’s case. To preserve the young employee’s enthusiasm and motivation, the incentive for personal growth must be provided. The main reason is that it is the highest and most essential Maslow’s need of any person.

For young professionals, it should be noted that this category of people is ambitious and aimed primarily at moving up the career ladder. They have a great deal of need for independence, the desire to try their strength, and to manage projects with full responsibility for the result (Chlpeková et al. 17). Therefore, the delegation of serious tasks, involvement in decision making, responsibility for a whole block of functions, recognition of the result obtained at the management level will serve as a significant motivating factor for further activities.

It is important to note that the given case study represents the problems of motivation among subordinates, which is highly important for both managers and employees. The organization’s motivation system must be constantly improved since changes in the external environment lead to intra-organizational changes. In turn, intra-organizational alterations, in combination with shifts in the external environment, can cause an improvement in the motivation of employees. In addition, with time and with age, the needs of people tend to change, which is why Rohit is more ambitious and energetic. The content of the motivation system in a particular organization depends on its leader, who must skillfully combine material and non-material incentive methods. He/she also needs to take into account the motivation theories, such as Maslow’s Hierarchy of Needs and Two-Factor Theory.

Bland, Andrew M., and Eugene M. DeRobertis. “Maslow’s Unacknowledged Contributions to Developmental Psychology.” Journal of Humanistic Psychology , vol. 1, no. 1, 2017, pp. 2-8.

Chlpeková, Andrea, et al. “Enhancing the Effectiveness of Problem-Solving Processes Through Employee Motivation and Involvement.” International Journal of Engineering Business Management , vol. 2, no. 5, 2014, pp. 13-47.

Giancola, Frank L. “Should HR Professionals Devote More Time to Intrinsic Rewards?” Compensation & Benefits Review , vol. 46, no. 1, 2014, pp. 25-31.

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IvyPanda. (2021, August 5). Apex Computers: Problems of Motivation Among Subordinates. https://ivypanda.com/essays/apex-computers-employee-motivation-case-analysis/

"Apex Computers: Problems of Motivation Among Subordinates." IvyPanda , 5 Aug. 2021, ivypanda.com/essays/apex-computers-employee-motivation-case-analysis/.

IvyPanda . (2021) 'Apex Computers: Problems of Motivation Among Subordinates'. 5 August.

IvyPanda . 2021. "Apex Computers: Problems of Motivation Among Subordinates." August 5, 2021. https://ivypanda.com/essays/apex-computers-employee-motivation-case-analysis/.

1. IvyPanda . "Apex Computers: Problems of Motivation Among Subordinates." August 5, 2021. https://ivypanda.com/essays/apex-computers-employee-motivation-case-analysis/.

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Shivani Carriers Pvt Ltd Managing Employee Motivation at the Bottom of the Pyramid Case Analysis and Case Solution

Posted by Peter Williams on Aug-09-2018

Introduction of Shivani Carriers Pvt Ltd Managing Employee Motivation at the Bottom of the Pyramid Case Solution

The Shivani Carriers Pvt Ltd Managing Employee Motivation at the Bottom of the Pyramid case study is a Harvard Business Review case study, which presents a simulated practical experience to the reader allowing them to learn about real life problems in the business world. The Shivani Carriers Pvt Ltd Managing Employee Motivation at the Bottom of the Pyramid case consisted of a central issue to the organization, which had to be identified, analysed and creative solutions had to be drawn to tackle the issue. This paper presents the solved Shivani Carriers Pvt Ltd Managing Employee Motivation at the Bottom of the Pyramid case analysis and case solution. The method through which the analysis is done is mentioned, followed by the relevant tools used in finding the solution.

The case solution first identifies the central issue to the Shivani Carriers Pvt Ltd Managing Employee Motivation at the Bottom of the Pyramid case study, and the relevant stakeholders affected by this issue. This is known as the problem identification stage. After this, the relevant tools and models are used, which help in the case study analysis and case study solution. The tools used in identifying the solution consist of the SWOT Analysis, Porter Five Forces Analysis, PESTEL Analysis, VRIO analysis, Value Chain Analysis, BCG Matrix analysis, Ansoff Matrix analysis, and the Marketing Mix analysis. The solution consists of recommended strategies to overcome this central issue. It is a good idea to also propose alternative case study solutions, because if the main solution is not found feasible, then the alternative solutions could be implemented. Lastly, a good case study solution also includes an implementation plan for the recommendation strategies. This shows how through a step-by-step procedure as to how the central issue can be resolved.

Problem Identification of Shivani Carriers Pvt Ltd Managing Employee Motivation at the Bottom of the Pyramid Case Solution

Harvard Business Review cases involve a central problem that is being faced by the organization and these problems affect a number of stakeholders. In the problem identification stage, the problem faced by Shivani Carriers Pvt Ltd Managing Employee Motivation at the Bottom of the Pyramid is identified through reading of the case. This could be mentioned at the start of the reading, the middle or the end. At times in a case analysis, the problem may be clearly evident in the reading of the HBR case. At other times, finding the issue is the job of the person analysing the case. It is also important to understand what stakeholders are affected by the problem and how. The goals of the stakeholders and are the organization are also identified to ensure that the case study analysis are consistent with these.

Analysis of the Shivani Carriers Pvt Ltd Managing Employee Motivation at the Bottom of the Pyramid HBR Case Study

The objective of the case should be focused on. This is doing the Shivani Carriers Pvt Ltd Managing Employee Motivation at the Bottom of the Pyramid Case Solution. This analysis can be proceeded in a step-by-step procedure to ensure that effective solutions are found.

• In the first step, a growth path of the company can be formulated that lays down its vision, mission and strategic aims. These can usually be developed using the company history is provided in the case. Company history is helpful in a Business Case study as it helps one understand what the scope of the solutions will be for the case study.
• The next step is of understanding the company; its people, their priorities and the overall culture. This can be done by using company history. It can also be done by looking at anecdotal instances of managers or employees that are usually included in an HBR case study description to give the reader a real feel of the situation.
• Lastly, a timeline of the issues and events in the case needs to be made. Arranging events in a timeline allows one to predict the next few events that are likely to take place. It also helps one in developing the case study solutions. The timeline also helps in understanding the continuous challenges that are being faced by the organisation.

SWOT analysis of Shivani Carriers Pvt Ltd Managing Employee Motivation at the Bottom of the Pyramid

An important tool that helps in addressing the central issue of the case and coming up with Shivani Carriers Pvt Ltd Managing Employee Motivation at the Bottom of the Pyramid HBR case solution is the SWOT analysis.

• The SWOT analysis is a strategic management tool that lists down in the form of a matrix, an organisation's internal strengths and weaknesses, and external opportunities and threats. It helps in the strategic analysis of Shivani Carriers Pvt Ltd Managing Employee Motivation at the Bottom of the Pyramid.
• Once this listing has been done, a clearer picture can be developed in regards to how strategies will be formed to address the main problem. For example, strengths will be used as an advantage in solving the issue.

Therefore, the SWOT analysis is a helpful tool in coming up with the Shivani Carriers Pvt Ltd Managing Employee Motivation at the Bottom of the Pyramid Case Study answers. One does not need to remain restricted to using the traditional SWOT analysis, but the advanced TOWS matrix or weighted average SWOT analysis can also be used.

Porter Five Forces Analysis for Shivani Carriers Pvt Ltd Managing Employee Motivation at the Bottom of the Pyramid

Another helpful tool in finding the case solutions is of Porter's Five Forces analysis. This is also a strategic tool that is used to analyse the competitive environment of the industry in which Shivani Carriers Pvt Ltd Managing Employee Motivation at the Bottom of the Pyramid operates in. Analysis of the industry is important as businesses do not work in isolation in real life, but are affected by the business environment of the industry that they operate in. Harvard Business case studies represent real-life situations, and therefore, an analysis of the industry's competitive environment needs to be carried out to come up with more holistic case study solutions. In Porter's Five Forces analysis, the industry is analysed along 5 dimensions.

• These are the threats that the industry faces due to new entrants.
• It includes the threat of substitute products.
• It includes the bargaining power of buyers in the industry.
• It includes the bargaining power of suppliers in an industry.
• Lastly, the overall rivalry or competition within the industry is analysed.

This tool helps one understand the relative powers of the major players in the industry and its overall competitive dynamics. Actionable and practical solutions can then be developed by keeping these factors into perspective.

PESTEL Analysis of Shivani Carriers Pvt Ltd Managing Employee Motivation at the Bottom of the Pyramid

Another helpful tool that should be used in finding the case study solutions is the PESTEL analysis. This also looks at the external business environment of the organisation helps in finding case study Analysis to real-life business issues as in HBR cases.

• The PESTEL analysis particularly looks at the macro environmental factors that affect the industry. These are the political, environmental, social, technological, environmental and legal (regulatory) factors affecting the industry.
• Factors within each of these 6 should be listed down, and analysis should be made as to how these affect the organisation under question.
• These factors are also responsible for the future growth and challenges within the industry. Hence, they should be taken into consideration when coming up with the Shivani Carriers Pvt Ltd Managing Employee Motivation at the Bottom of the Pyramid case solution.

VRIO Analysis of Shivani Carriers Pvt Ltd Managing Employee Motivation at the Bottom of the Pyramid

This is an analysis carried out to know about the internal strengths and capabilities of Shivani Carriers Pvt Ltd Managing Employee Motivation at the Bottom of the Pyramid. Under the VRIO analysis, the following steps are carried out:

• The internal resources of Shivani Carriers Pvt Ltd Managing Employee Motivation at the Bottom of the Pyramid are listed down.
• Each of these resources are assessed in terms of the value it brings to the organization.
• Each resource is assessed in terms of how rare it is. A rare resource is one that is not commonly used by competitors.
• Each resource is assessed whether it could be imitated by competition easily or not.
• Lastly, each resource is assessed in terms of whether the organization can use it to an advantage or not.

The analysis done on the 4 dimensions; Value, Rareness, Imitability, and Organization. If a resource is high on all of these 4, then it brings long-term competitive advantage. If a resource is high on Value, Rareness, and Imitability, then it brings an unused competitive advantage. If a resource is high on Value and Rareness, then it only brings temporary competitive advantage. If a resource is only valuable, then it’s a competitive parity. If it’s none, then it can be regarded as a competitive disadvantage.

Value Chain Analysis of Shivani Carriers Pvt Ltd Managing Employee Motivation at the Bottom of the Pyramid

The Value chain analysis of Shivani Carriers Pvt Ltd Managing Employee Motivation at the Bottom of the Pyramid helps in identifying the activities of an organization, and how these add value in terms of cost reduction and differentiation. This tool is used in the case study analysis as follows:

• The firm’s primary and support activities are listed down.
• Identifying the importance of these activities in the cost of the product and the differentiation they produce.
• Lastly, differentiation or cost reduction strategies are to be used for each of these activities to increase the overall value provided by these activities.

Recognizing value creating activities and enhancing the value that they create allow Shivani Carriers Pvt Ltd Managing Employee Motivation at the Bottom of the Pyramid to increase its competitive advantage.

BCG Matrix of Shivani Carriers Pvt Ltd Managing Employee Motivation at the Bottom of the Pyramid

The BCG Matrix is an important tool in deciding whether an organization should invest or divest in its strategic business units. The matrix involves placing the strategic business units of a business in one of four categories; question marks, stars, dogs and cash cows. The placement in these categories depends on the relative market share of the organization and the market growth of these strategic business units. The steps to be followed in this analysis is as follows:

• Identify the relative market share of each strategic business unit.
• Identify the market growth of each strategic business unit.
• Place these strategic business units in one of four categories. Question Marks are those strategic business units with high market share and low market growth rate. Stars are those strategic business units with high market share and high market growth rate. Cash Cows are those strategic business units with high market share and low market growth rate. Dogs are those strategic business units with low market share and low growth rate.
• Relevant strategies should be implemented for each strategic business unit depending on its position in the matrix.

The strategies identified from the Shivani Carriers Pvt Ltd Managing Employee Motivation at the Bottom of the Pyramid BCG matrix and included in the case pdf. These are either to further develop the product, penetrate the market, develop the market, diversification, investing or divesting.

Ansoff Matrix of Shivani Carriers Pvt Ltd Managing Employee Motivation at the Bottom of the Pyramid

Ansoff Matrix is an important strategic tool to come up with future strategies for Shivani Carriers Pvt Ltd Managing Employee Motivation at the Bottom of the Pyramid in the case solution. It helps decide whether an organization should pursue future expansion in new markets and products or should it focus on existing markets and products.

• The organization can penetrate into existing markets with its existing products. This is known as market penetration strategy.
• The organization can develop new products for the existing market. This is known as product development strategy.
• The organization can enter new markets with its existing products. This is known as market development strategy.
• The organization can enter into new markets with new products. This is known as a diversification strategy.

The choice of strategy depends on the analysis of the previous tools used and the level of risk the organization is willing to take.

Marketing Mix of Shivani Carriers Pvt Ltd Managing Employee Motivation at the Bottom of the Pyramid

Shivani Carriers Pvt Ltd Managing Employee Motivation at the Bottom of the Pyramid needs to bring out certain responses from the market that it targets. To do so, it will need to use the marketing mix, which serves as a tool in helping bring out responses from the market. The 4 elements of the marketing mix are Product, Price, Place and Promotions. The following steps are required to carry out a marketing mix analysis and include this in the case study analysis.

• Analyse the company’s products and devise strategies to improve the product offering of the company.
• Analyse the company’s price points and devise strategies that could be based on competition, value or cost.
• Analyse the company’s promotion mix. This includes the advertisement, public relations, personal selling, sales promotion, and direct marketing. Strategies will be devised which makes use of a few or all of these elements.
• Analyse the company’s distribution and reach. Strategies can be devised to improve the availability of the company’s products.

Shivani Carriers Pvt Ltd Managing Employee Motivation at the Bottom of the Pyramid Blue Ocean Strategy

The strategies devised and included in the Shivani Carriers Pvt Ltd Managing Employee Motivation at the Bottom of the Pyramid case memo should have a blue ocean strategy. A blue ocean strategy is a strategy that involves firms seeking uncontested market spaces, which makes the competition of the company irrelevant. It involves coming up with new and unique products or ideas through innovation. This gives the organization a competitive advantage over other firms, unlike a red ocean strategy.

Competitors analysis of Shivani Carriers Pvt Ltd Managing Employee Motivation at the Bottom of the Pyramid

The PESTEL analysis discussed previously looked at the macro environmental factors affecting business, but not the microenvironmental factors. One of the microenvironmental factors are competitors, which are addressed by a competitor analysis. The Competitors analysis of Shivani Carriers Pvt Ltd Managing Employee Motivation at the Bottom of the Pyramid looks at the direct and indirect competitors within the industry that it operates in.

• This involves a detailed analysis of their actions and how these would affect the future strategies of Shivani Carriers Pvt Ltd Managing Employee Motivation at the Bottom of the Pyramid.
• It involves looking at the current market share of the company and its competitors.
• It should compare the marketing mix elements of competitors, their supply chain, human resources, financial strength etc.
• It also should look at the potential opportunities and threats that these competitors pose on the company.

Organisation of the Analysis into Shivani Carriers Pvt Ltd Managing Employee Motivation at the Bottom of the Pyramid Case Study Solution

Once various tools have been used to analyse the case, the findings of this analysis need to be incorporated into practical and actionable solutions. These solutions will also be the Shivani Carriers Pvt Ltd Managing Employee Motivation at the Bottom of the Pyramid case answers. These are usually in the form of strategies that the organisation can adopt. The following step-by-step procedure can be used to organise the Harvard Business case solution and recommendations:

• The first step of the solution is to come up with a corporate level strategy for the organisation. This part consists of solutions that address issues faced by the organisation on a strategic level. This could include suggestions, changes or recommendations to the company's vision, mission and its strategic objectives. It can include recommendations on how the organisation can work towards achieving these strategic objectives. Furthermore, it needs to be explained how the stated recommendations will help in solving the main issue mentioned in the case and where the company will stand in the future as a result of these.
• The second step of the solution is to come up with a business level strategy. The HBR case studies may present issues faced by a part of the organisation. For example, the issues may be stated for marketing and the role of a marketing manager needs to be assumed. So, recommendations and suggestions need to address the strategy of the marketing department in this case. Therefore, the strategic objectives of this business unit (Marketing) will be laid down in the solutions and recommendations will be made as to how to achieve these objectives. Similar would be the case for any other business unit or department such as human resources, finance, IT etc. The important thing to note here is that the business level strategy needs to be aligned with the overall corporate strategy of the organisation. For example, if one suggests the organisation to focus on differentiation for competitive advantage as a corporate level strategy, then it can't be recommended for the Shivani Carriers Pvt Ltd Managing Employee Motivation at the Bottom of the Pyramid Case Study Solution that the business unit should focus on costs.
• The third step is not compulsory but depends from case to case. In some HBR case studies, one may be required to analyse an issue at a department. This issue may be analysed for a manager or employee as well. In these cases, recommendations need to be made for these people. The solution may state that objectives that these people need to achieve and how these objectives would be achieved.

The case study analysis and solution, and Shivani Carriers Pvt Ltd Managing Employee Motivation at the Bottom of the Pyramid case answers should be written down in the Shivani Carriers Pvt Ltd Managing Employee Motivation at the Bottom of the Pyramid case memo, clearly identifying which part shows what. The Shivani Carriers Pvt Ltd Managing Employee Motivation at the Bottom of the Pyramid case should be in a professional format, presenting points clearly that are well understood by the reader.

Alternate solution to the Shivani Carriers Pvt Ltd Managing Employee Motivation at the Bottom of the Pyramid HBR case study

It is important to have more than one solution to the case study. This is the alternate solution that would be implemented if the original proposed solution is found infeasible or impossible due to a change in circumstances. The alternate solution for Shivani Carriers Pvt Ltd Managing Employee Motivation at the Bottom of the Pyramid is presented in the same way as the original solution, where it consists of a corporate level strategy, business level strategy and other recommendations.

Implementation of Shivani Carriers Pvt Ltd Managing Employee Motivation at the Bottom of the Pyramid Case Solution

The case study does not end at just providing recommendations to the issues at hand. One is also required to provide how these recommendations would be implemented. This is shown through a proper implementation framework. A detailed implementation framework helps in distinguishing between an average and an above average case study answer. A good implementation framework shows the proposed plan and how the organisations' resources would be used to achieve the objectives. It also lays down the changes needed to be made as well as the assumptions in the process.

• A proper implementation framework shows that one has clearly understood the case study and the main issue within it.
• It shows that one has been clarified with the HBR fundamentals on the topic.
• It shows that the details provided in the case have been properly analysed.
• It shows that one has developed an ability to prioritise recommendations and how these could be successfully implemented.
• The implementation framework also helps by removing out any recommendations that are not practical or actionable as these could not be implemented. Therefore, the implementation framework ensures that the solution to the Shivani Carriers Pvt Ltd Managing Employee Motivation at the Bottom of the Pyramid Harvard case is complete and properly answered.

Recommendations and Action Plan for Shivani Carriers Pvt Ltd Managing Employee Motivation at the Bottom of the Pyramid case analysis

For Shivani Carriers Pvt Ltd Managing Employee Motivation at the Bottom of the Pyramid, based on the SWOT Analysis, Porter Five Forces Analysis, PESTEL Analysis, VRIO analysis, Value Chain Analysis, BCG Matrix analysis, Ansoff Matrix analysis, and the Marketing Mix analysis, the recommendations and action plan are as follows:

• Shivani Carriers Pvt Ltd Managing Employee Motivation at the Bottom of the Pyramid should focus on making use of its strengths identified from the VRIO analysis to make the most of the opportunities identified from the PESTEL.
• Shivani Carriers Pvt Ltd Managing Employee Motivation at the Bottom of the Pyramid should enhance the value creating activities within its value chain.
• Shivani Carriers Pvt Ltd Managing Employee Motivation at the Bottom of the Pyramid should invest in its stars and cash cows, while getting rid of the dogs identified from the BCG Matrix analysis.
• To achieve its overall corporate and business level objectives, it should make use of the marketing mix tools to obtain desired results from its target market.

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Implementing key performance indicators and designing dashboard solutions in an automotive components company: a case study.

1. Introduction

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Share and Cite

Nunes, F.; Alexandre, E.; Gaspar, P.D. Implementing Key Performance Indicators and Designing Dashboard Solutions in an Automotive Components Company: A Case Study. Adm. Sci. 2024 , 14 , 175. https://doi.org/10.3390/admsci14080175

Nunes F, Alexandre E, Gaspar PD. Implementing Key Performance Indicators and Designing Dashboard Solutions in an Automotive Components Company: A Case Study. Administrative Sciences . 2024; 14(8):175. https://doi.org/10.3390/admsci14080175

Nunes, Francisco, Edgar Alexandre, and Pedro Dinis Gaspar. 2024. "Implementing Key Performance Indicators and Designing Dashboard Solutions in an Automotive Components Company: A Case Study" Administrative Sciences 14, no. 8: 175. https://doi.org/10.3390/admsci14080175

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Embracing Gen AI at Work

• H. James Wilson
• Paul R. Daugherty

The skills you need to succeed in the era of large language models

Today artificial intelligence can be harnessed by nearly anyone, using commands in everyday language instead of code. Soon it will transform more than 40% of all work activity, according to the authors’ research. In this new era of collaboration between humans and machines, the ability to leverage AI effectively will be critical to your professional success.

This article describes the three kinds of “fusion skills” you need to get the best results from gen AI. Intelligent interrogation involves instructing large language models to perform in ways that generate better outcomes—by, say, breaking processes down into steps or visualizing multiple potential paths to a solution. Judgment integration is about incorporating expert and ethical human discernment to make AI’s output more trustworthy, reliable, and accurate. It entails augmenting a model’s training sources with authoritative knowledge bases when necessary, keeping biases out of prompts, ensuring the privacy of any data used by the models, and scrutinizing suspect output. With reciprocal apprenticing, you tailor gen AI to your company’s specific business context by including rich organizational data and know-how into the commands you give it. As you become better at doing that, you yourself learn how to train the AI to tackle more-sophisticated challenges.

The AI revolution is already here. Learning these three skills will prepare you to thrive in it.

Generative artificial intelligence is expected to radically transform all kinds of jobs over the next few years. No longer the exclusive purview of technologists, AI can now be put to work by nearly anyone, using commands in everyday language instead of code. According to our research, most business functions and more than 40% of all U.S. work activity can be augmented, automated, or reinvented with gen AI. The changes are expected to have the largest impact on the legal, banking, insurance, and capital-market sectors—followed by retail, travel, health, and energy.

• H. James Wilson is the global managing director of technology research and thought leadership at Accenture Research. He is the coauthor, with Paul R. Daugherty, of Human + Machine: Reimagining Work in the Age of AI, New and Expanded Edition (HBR Press, 2024). hjameswilson
• Paul R. Daugherty is Accenture’s chief technology and innovation officer. He is the coauthor, with H. James Wilson, of Human + Machine: Reimagining Work in the Age of AI, New and Expanded Edition (HBR Press, 2024). pauldaugh

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