Kilkenny Lumber Company, Case Study Example

There are many motivational theories that include needs, equity, expectancy, goal-setting and job design that influence how an individual performs at a given function.  The Kilkenny Lumber Company infused three individuals that were not part of the initial work force and the team as a whole had to endure a less than spectacular work environment.

Part 1. The productivity of the crew would initially face below standard results.  This is due in part to the assemblage of the new crew members, the beginning of the new tasks for the season and the overall difficulty of the terrain, weather and team composition. The job design for the effort was clearly defined.  They would control the line and mark trees as they progressed through the forest.  Each member was expected to perform to a specific standard.  That baseline was established through experience and knowledge of the leadership. The performance and productivity would seem arbitrary and the key performance metrics were not clearly defined.  This type of motivation would not necessarily drive productivity results.

With a lack of clear objectives, disparate team members and potential barriers between the team members the crewmen would become moderately dissatisfied with their jobs.  During the winter months there is less work within the lumber business.  There is an inherent benefit to receiving the work marking trees.  This would be a motivational factor based in need.  Once this gave way to undefined goals, breakdown in the team and harsh working conditions, the need for the basic necessities would give way to other needs that are higher in the hierarchy.

The team dynamics could result in a completely diverse and disparate group of workers.  Based on the description of the work effort, there are few opportunities to progress through the team building aspects.  Each worker is an individual and the only time the team comes together is at break and meals.  With many groups, the inherent draw of being with people you already have something in common may be too strong for the new members, those from the other district, to interact purposefully with the other team members.  This could lead to a separation between the crew and place a negative aura around the crew. This could become exponentially worse based on the external environmental factors that are putting the crewmen in a hostile work environment.

The crewmen will, based on their job description, do about what they are supposed to do and some other things as well.  While the metrics on how many trees to mark is vague and established by those that are marking the trees there are other opportunities for the workers to perform tasks that are not directly associated with marking trees.  These efforts are those small an indiscriminate actions that could bring the team members together.  These include making the fire, sharing homemade treats or coffee or helping carry equipment through the terrain.  While they are not associated with marking the actual trees, the actions create a sense of team.

The standards, rules, operating procedures and activities while marking the trees are all derived through experience and upheld by the senior leader of the outfit.  The formality of the operation is in a grey area and if there is a dissention among the group this could be a point of contention and possibly provide a focal point for discrimination among team members.  There are two distinct sub-groups within the team both of which have overlapping membership.  There are the geographically disparate team members and those team members that are grouped together by experience.  The unclear deliverables by the team members could lead to assumptions by team members and potentially cause a productivity loss due to a lack of motivation by the employees.

Part II. The predictions I made within the context of part I were in line with the outcome that resulted.  Although the degree in which I predicted the outcome was less dramatic than what actually occurred, the general context of dissent and lack of motivation was not wrong.  The closeness of the prediction was made through purposeful assumptions and predictions as to the nature of motivation the workers were working for.  The additional information on how the geographically separated team members operated in their home district, the working conditions, team composition and marking metrics would have provided more insight in to the expectations of not only the employees but also the leadership of the operation.  There needed to be a deliberate method of bringing the entire team together such as training with the new members, outline roles and responsibilities, definition of objectives and team composition.

Part III. The initial strategy of dispersal of the professionals, new crew members to the area, and monitored by the leader and assistant leader would not provide the type of reaction the team is striving to obtain.  This is increasing the visibility on the professional crew members.  These members have experience and knowledge regarding logging and additional supervision would not mitigate the productivity loss but would only compound the issue by fueling the de-motivation of the employees.  The first strategy would be unsuccessful as the root cause of the problem was not addressed nor were there any supportive actions taken by the leadership to build the team or address the productivity issues.  Once the first strategy fails, the next would be attempted considering this is the course of action defined by the leadership.  The second activity would also be unsuccessful based on the fact that the sub-group of employees were now segregated and will have a more disenchanted motivation.  The motivation to perform well is nullified by the micro-management of the leader. This will also limit the productivity of the leader and assistant leader because they are focused on monitoring and controlling the employees.  Another strategy will be necessary.  The strategy to bring the team together is necessary.  The leadership will establish key goals and objectives while also taking the crew members input for the efforts.  This will provide a sense of buy-in from the team.  Also, there will be only one fire for the meals and the team alignment will alternate between each break.  This will allow for the team to potentially bond and grow together.  The job-design theory would provide the framework to create measurable and obtainable objectives by performing specific actions, in this case marking a specific number of trees per day.

Part IV.  The prediction I made regarding the change made by the leadership to change the productivity of the professionals was accurate.  The actions of the leadership to focus on the professionals demeaned not only the team but also singled out the professionals as needed a higher level of supervision than the non-professionals.  This would cause a rift between the non-professionals and the professionals as well as the leadership and the professionals.  In order to become more accurate it would be necessary to understand the level of effort, work responsibilities, dynamics and other expectations the professional crew was assuming when taking over the new work effort.