Please l need help answering these questions from a manager's perspective.

Jane Stewart, the director of HIM, retired after 20 years of service. Kelly, the assistant director was presumed to be Jane's successor. The position was posted, and Kelly applied, though the VP of Finance, to whom Kelly was now reporting said nothing about the potential to move into the director's position. In the interim, Kelly has been the acting director, and has kept things going by handling personnel issues in the entire department, completing the monthly staff schedules, attending the meetings Jane would normally attend, and handling patient- and physician-related issues. As assistant director Kelly was responsible for direct supervision of the EHR staff and the release of information staff and served as the Cancer Registrar and Birth Registrar.

Interviews for the position were held about two weeks ago, but Kelly has not yet heard the outcome (he was one of the interviewees). The "word on the street" was that four candidates were interviewed. Kelly's boss said nothing to him through this whole time, nor did human resources (HR). Three months later, the position was offered to Kelly. After assuming the director's duties, the VP called Kelly to his office to say that the position of assistant director had been eliminated and that no new staff would be hired.

QUESTIONS

1. What do you think the likelihood is that Kelly will be motivated in the "new" position?
2. Do you think Kelly can feel confident that the director position is stable and how do you think his performance will be affected?
3. At the time of Kelly becoming the director, what do you think is the likelihood that his staff is motivated? Explain your answer.