Case Study:

Henry Adams has been a law enforcement supervisor for eight years. He came up through the ranks and is known as a tough but hardworking supervisor. Jane Wake has been a supervisor for about the same length of time and also came up through the ranks. Jane is known as a nice, hard-working boss. Over the past several years these two supervisors officers have been head and shoulders above the other patrol shifts on hard measures of performance (number of arrests, crime rate reduction, and tickets). This is true despite the almost opposite approaches the two have taken in handling their workers. Henry explained his approach as follows: The only way to handle workers is to come down hard on them whenever they make a mistake. In fact, I call them together every once in a while, and give them heck whether they deserve it or not, just to keep them on their toes. If they are doing a good job, I tell them thats what theyre getting paid for. By taking this approach, all I have to do is walk through my area, and people start working like mad.

Jane explained her approach as follows:

I dont believe in that human relations stuff of being nice to workers. But I do believe that a worker deserves some recognition and attention from me if he or she does a good job. If people make a mistake, I dont jump on them. I feel that we are all entitled to make some errors. On the other hand, I always do point out what the mistake was and what they should have done, and as soon as they do it right, I let them know it. Obviously, I dont have time to give attention to everyone doing things right, but I deliberately try to get around to people doing a good job every once in a while. Although Henrys shift is still right at the top along with Janes section in productivity, personnel records show that there has been three times more turnover in Henrys shift than in Janes section, and the quality control records show that Henrys shift has exceed the normal amount of sick time taken off on a regular basis. while Janes shift has been well within the expected use of sick time.

Assignment - Questions

1, Both these supervisors have similar backgrounds. On the basis of organizational theory, how can you explain their opposite approaches to handling people? Do they have different and use different theories of motivation? If so explain.

2. What are some of the examples of punishment, positive reinforcement, and negative reinforcement that at be at work in this case? If Jane is using a reinforcement approach, how do you explain this statement: I dont believe in that human relations stuff of being nice to workers?

3. How do you explain the performance, turn-over, and quality results in these two sections of the production department?