CASE STUDY

The Transferred Sales Representative

In partial fulfillmentOf the course requirement

In HUMANBE K36

Gerald KagaoanShawn Uy

Rochelle Triguero

May 30, 20141. Comment on the positive and negative events in this case as they relate to organizational behavior.

The events in the life of Harold Burns, a district sales representative in an appliance firm, as viewed in a dichotomy of positive and negative events can reinforce or deter his good performance in the organization.

The positive events which happened in his experience as an employee of the firm is that he has been consistently meeting his sales target ever since he stayed with the said business. As a veteran sales representative, he received a recognition from the company through the receipt of a 20-year service company pin. The pin is given prestige and high regard by members of the organization as it is a sign of loyalty and a proof of hard work by the employee wearing it. It serves as a reward to a good performance and ser-vice given to the company.

While the company professionally sent notice to Burns that he will be assigned in the Gunning district branch of the firm, it was a late notice which has somehow resulted to several negative events in his experience. The company informed George Dowd, the replacement of Burns, prior to notify-ing Burns. As such, Burns knew of the re-assignment plans from other people instead of receiving the message directly from the higher executive of the firm. Since the news came from an unofficial source, he chose not to believe it. The official notice came thereafter which somehow brought to light posi-tive events. However, it came 3 days prior to his transfer to the underper-forming Gunning district.

The negative event in which the news came to Burns through a third person may have caused him to ask several questions in which he may have felt that a sense of doubt or neglect from the firm’s management since his replacement was informed first, prior to him. It may have generated in-quiries such as “Why was I not informed first?” or “Why am I being transferred to another district?”. The late notice from the company may have also caused discomfort in the part of Burns as he has to prepare things in a shorter period of time such as the transfer of necessary documents and in-formation to the replacing representative and preparing his transfer to an-other district which may result to a change in his lifestyle and routine. The situation may have caught him off guard and is underprepared for the said transfer.

His reaction, either conformity or defiance, will depend on his maturity and the management style or the environment of the firm. If he is mature enough, the reception of this incident will not be taken personally as the management prerogative for this decision has sound basis, which is for the betterment of the firm. Moreover, this maturity can go hand in hand in a firm’s climate which depends on leadership rather than material rewards such as power and money. The firm’s climate, thus, is a firm believer that members of the organization are not naturally passive and resistant but are made so because of an unsupportive work environment. Furthermore, based

from the situation, the firm seems to support employee’s job performance and satisfaction over benefits and payments in shaping the behavior of em-ployees.

Transferring Harold Burns might be a difficult decision for the appliance firm in his present district, because this can result in a possible drop in their sales in the year without the contribution of their veteran sales representa-tive. Though knowing the possible outcomes of the firm ’s decision, giving the opportunity to another district having low sales to get one veteran sales rep-resentative can yield to an increase to their yearly sales and inflows. His presence in the new district firm can help the other sales representatives or members of the firm to learn his skills in order for them to improve.

The positive events, on the other hand, can somehow reclaim the neg-ative event. The recognition given, although not in the form of money or ma-terial rewards, signifies that the firm has appreciated the contribution of Burns and is significant in the development of the company. This can be a positive reinforcement which can dissolve the doubt he may have had as a result of the negative events. The pin shows that his efforts do not go unno-ticed and is worthy of the acknowledgement.

The performance of Gunning district is lower than the performance of the current district. Thus, it is the intention of the regional manager to in-crease the performance of the district through Burns’ leadership. This chal-lenge can help Burns grow as a person since it as an undertaking which can challenge his skills as a manager. This is an opportunity for him enables him to develop and realize his self-worth in the firm, with a supportive manage-ment and the right opportunity for growth.

2. Was a human resources approach to Burns applied in this instance? Dis-cuss.

The human resources approach should have been applied to Burns in this situation. This approach is also known as the supportive approach. In this approach, the people, environment, structure and resources in the orga-nization are utilized to build the personal worth and importance of an em-ployee. Hence, it is an approach which factors in leadership above money or power. Supportive behavior is not the kind of approach that requires money. The leadership in the organization enables members to achieve both per-sonal and organizational goals which are within their capacity. As such, the members are active and adaptable to the needs of the organization through a supportive work environment. Thus, if given the opportunity, employees have the initiative to contribute in the development of the organization. Aside from that, they have the motivation to improve their personal abilities with these opportunities.

In the case of Harold Burns, the management provided him the chance to develop himself and to achieve organizational goals by offering an oppor-tunity to improve an underperforming branch. The motivation given by the company is also not in the form of financial compensation but compensation in the self-worth and performance of Burns. In this way, he has felt that he is vital in the organization through the acknowledgement. This act of recogni-tion is a strong sign of support in the performance of Burns which can en-courage him to participate more and to be more involved in the endeavors of the organization towards achieving its purpose or goal.

As a result, the supportive approach develops a we feeling in the orga-nization where the needs for status and recognition of members of the orga-nization are better met. This can increase the employee’s motivation to per-form. As the needs for material rewards and security become satisfied, the needs of the employees for recognition and realization of self-worth becomes a more potent factor in shaping organizational behavior

3. Apply the goals of Organizational Behavior (Describe, Understand, Predict and Control).

Describe: Harold Burns is an expert sales representative who has been dili-gent in meeting his sales quota.

Understand: He has been this type of employee since he has been goal-driven in his work.

Predict: Burns will be motivated to do better by giving him due recognition and by challenging him in his work.

Control: Burns will be encouraged to improve the performance of Gunning district because of his receipt of the 20-year recognition pin and by knowing that there is challenge in the district in which he is assigned as it creates an opportunity for him to improve.