Running head: GREAT NORTHERN AMERICAN

Great Northern American Case Study

Abstract

Joe Slatino, as executive who has operated his business for over 35 years have the qualities to maintain its success. Joe gauges his company success on many factors including how well his employees are paid. Joe ultimate goal is to make sure that his employee productivity continues to grow his business. Under his leadership, he understands that a hand off approach works best for his organization. Joe does not micro-manage his employees but make sure that they understand the responsibilities that comes with this freedom. Joe understands his leadership style, and the employees must have similar qualities that are parallel to Joes’ style. As the president of Great Northern American supply company perceptions and attribution drives a part of his business. For continue growth of his company, Joe understands how society works and he looks for employee who has the same concept. Understanding your audience and managing and recognizing those behaviors help to better services the clients. Although Joe look for similar qualities in his employees he still understood that people no matter how good that said they are training was essential for new employees. With training this gives Joe the chance to see if his perception of the person was accurate. Training provides a chance for the employer to see how a new employee expresses his or her in a stressful environment. Also this opens the door for an employee to express his or her true abilities and what they can improve to become more efficient. For an trainee to describe their shortcomings during the probation tells the employer I have faults but it gives me something to improve on. A great leader appreciates someone who can recognize their weakness and they are willing to improve on them. All interviewees can identify and rattled off their strengths but confessing the shortcomings shows character which an employer should looks for in an employee.

Great Northern American Case Study This case study looks Joe Salatino, The President of Great North American, hiring practices. Although, Joe has been in business over 35 years, the case study states he gauges how well his company performs by how much his employees are paid. Essentially, his hiring method has been working for his company but having to hire new employees he had to create hiring practices that will benefit his company long-term. Throughout his 35-years of having a successful business, Joe quickly had to evaluate what type of employee he needed to hire in order to keep making the companies benchmarks. Joe knew there was more than just having employees who had attributes like 1) self-efficacy 2) self-control 3) forethought and 4) vicarious learning styles but an employee who has dedication and love what they did. Joe’s expectations didn't rely on the attributes but honest and integrity as a person. Could they accept responsibilities when they were wrong? Joe’s employees must have the integrity about themselves and willing to accept when they went wrong. It is great for employees to have all of the good quality that promotes positive changes and performances. Yet, an employee who can admit when they made a mistake is golden. Employees of this nature usually go far in the company; once an employee makes a mistake and there are repercussions, typically the employee does not repeat the mistake. When making mistakes, the worker recognizes his or her own strengths and weakness. With this recognition, most employees use their weakness as an opportunity for growth. Occasions like these allows for the employee to take the initiative to improve their skills. Joe’s perception on how he would perceive a new employee would be based on his experience with newly employed individuals. Since, Joe has been in business for many years he knows exactly what type of employee he wants to hire. A first impression gives a person any ideal of who you are and how would fit into their environment. Once Joe has a perception of whom he wants as an employee it helps him to narrow down his options. However, first impressions really do not tell who the real person is nor does it allow Joe to know the employee abilities.
Perceptions and Attributions: Although Joe’s perception of new employees have been favorable to his company during the hiring process. However, even his perception of an employee may not be accurate at all times. Some prospective employees build up their abilities and attributes that they could not realistically meet. Thus, people can make it hard on themselves when they misrepresent their self-views to others (Cable 2012). When Joe hired an employee based on his perception, he perceived that his work performance would be adequate for his company. Initially it was not their work performance but how Joe interpreted the response the interviewee gave. If the interviewee spoke well, was assertive and certain of his or her skills they fit Joe’s needs as an employer. Typically, someone who is motivated like Joe, he would look for an employee who has similar personality traits. Also being in business for 35 years Joe would use his experiences to guide him in choosing new personnel. However, at times you may not expect certain behaviors from employees you felt you had a good understanding of their behavior or personality once they are employed. When Joe consider the attribution process of understanding an employee’s behavior or asking his self why did an employee behave unexpectedly? As an employer, Joe can either 1) over-react, 2) under-react, or 3) address it appropriately depending on circumstances of why the behavior took place. If Joe over-reacts how did he perceived the events? When Joe over-reacts, he did not consider the reasons behind the outcome nor did he expect the reasons for the behavior. It is important for to Joe understand the causes for the behavior so he would not over-react. Although Joe should not over-react but under-reacting has, it disadvantages as well. The perception is gives to the employee is that Joe does not care about his or her behavior. This response gives the impression that this behavior is acceptable. So, Joe’s attributions towards his employee behaviors will make a tremendous difference in an employee’s behavior. If Joe responds appropriately the employee, the employee tends to be mindful of his or her behavior. How Joe addresses his concerns towards his employees’ behavior and recognizing his own behavior will make a difference in future outcomes.
Learning Theory: The most appropriate learning theory for Joe would be social learning theory. Social learning theory is how supervisors train their staff in the workforce. Although, Joe’s company uses many motivational devices new employees learn very rapidly by watching and learning from old employees. Employees learn the importance of time and how important it is when making calls. New employees quickly realize if they can keep up with this fast-pace environment. This theory is to influence power of leading by example and the ability to modify others' behavior by modeling alone (Carpenter 2010). It would benefit Joe to hire employees that can learn and absorb swiftly from his key employees. Allowing his new employees to shadow from his top employee is important for several reasons 1) prompts symbolizing 2) helps with vicarious learning and 3) builds self-efficacy.
When Joe allows for his new employees to shadow with his top employees, it allows them to create a mental picture or ideal of how they should achieve their goals within the organization. Most new employees are eager to learn the business quickly and efficiently. Shadowing one of the top employees teaches them strategies on how they will perform at their highest potential. Many new employees have a goal or mission to accomplish many of them plan this vision out mentally first before placing their plan into action. Vicarious Learning is another appropriate reason this theory will benefit Joe and his new employee. Through this technique, new employees are observing and watching behaviors of other employees that they can remember, perform, and receive the same or better outcomes. Through this learning theory, employees must make sure that they understand the behavior correctly in order to perform the task and have confidence within themselves that they truly understand their desired outcome. Another learning theory that would be appropriate for Joe is Self-Efficacy. This theory allows the employee to prove their worth. An employee who believes that have all the necessary qualities to make it in Joe’s business believes in their skills, knowledge and abilities to perform at the highest potential. Employees of this nature will not allow any outside forces to stop them from achieving their goals. Many times employee who has self-efficacy realizes that they are willing to take on new and difficult task to improve or increase their knowledge bases. These employees are valuable in a fast-pace environment as telemarketing especially when there is chance to earn additional income based on performance.
Performance:
Joe would apply two theories that will aid him in improving his employee’s performance 1) forethought and 2) self-control. These two theories will allow for self-correction and monitoring of one’s own progress. Forethought is being responsible for his or her on actions and setting benchmarks of excellence. When Joe sits and meets with his employees, he can express his expectations for performance. However allowing an employee to set reasonable goals for themselves usually increase productivity and confidence within the employees. Employees who set goals for themselves usually try to beat their own goal expectations instead of competing against other co-workers. Employees who love to take the initiative and push their abilities would easily accept it as a challenge. This opportunity helps the employee exceed their expectation along with Joe’s quotas. When an employee has this much freedom, it definitely calls for the employee to have self-control. With Joe believing in his staff, this will help with job performance. No, employee wants to disappoint their supervisor especially when their entrusted to complete a particular task without being micro-managed. Self-control allows one to set their own objectives and methods of learning new ways to increase behavior (Don Hellriegel, 2011). Although, Joe has expectations of all employee is to increase productivity but allowing this method gives the employee more control of his or her position within the organization. Having self-control within the workplace also allow for the employer to build trust in the employee. The employer realizes he can trust you them and they will utilize their nature talents and abilities for success and growth. Realizing their goals and changing behaviors in order to achieve different levels of responsibilities is allowing them to have self-actualization. As an employer, Joe will increase performance by allowing his staff to recognize their own potential and strive for excellence knowing that they can achieve whatever goals they set for themselves. Some employees want to be that number one sales employee and their ultimate goal is to move up in rank and eventually become supervisor.
Self-Efficacy:
Self-Efficacy can determine his or her own ability when completing certain task in any situation. When recruiting employees Joe understands that, this person should possess certain qualities. When interviewing it is apparent that Joe would look for candidates who can get to the point quickly and sound confident in the items they are soliciting. During the interview, it would be apparent that he would look for a person who has these key qualities: 1) initiative 2) sociable 3) articulate 4) driven and 5) self-confidence. Those are qualities needed in a fast-pace environment such as telemarketing. After being in business for over 35-years, he has identified the type of employee he will need to hire in order to keep productivity growing. An employee who takes the initiative does not wait around for someone to tell them to use their natural resources to increase their productivity it is essential to Joe’s workforce. Those natural resources can be different business within their community (i.e. daycare centers, banks, local supermarket, restaurants). So for an employee to capitalize on these markets is ideal for Joe and the employee. However, this employee must possess two key attributes social skills and they must be articulate. Telemarketer social skills must be outstanding and they must be able to articulate effectively and quickly in order to keep potential customer interested in their product. The employee drive and self-confidence in knowing you can achieve at a higher standard is a great quality when looking for suitable employees. Finding the above qualities in an employee will almost guarantee growth and productivity for his company. An employee who assumes these qualities should have tremendous growth within the organization.
Recommendation:
There are a few recommendations Joe can incorporate in his organization 1) greater incentives 2) create benchmarks for new employees and 3) yearly recognition. Throughout the year if Joe incorporates better incentives for employees it will increase productivity having the same incentives year after year will not have the same effect on seasoned employees as it will for new employees. In addition, for new employees their benchmarks should not be the same as other employees based on them having to build up their clientele. Once they reach a certain benchmark then the expectations increase to meet those of season employees. At the end of the fiscal year, recognition for employees as a whole. Then employee-to-employee recognition for good teamwork, best improved, and most dedicated with prizes the staff has chosen within reason. These are incentives the staff has input and makes it worth them participating because they have a say in the outcome of how their peers are being recognized. Conclusion To own and operate a successful business for over 35 years takes time and talent. Joe Salatino, President of Great Northern American has master many of the qualities needed to manage his day-to-day operation. Joe has mastered some of the qualities to become that successful executive. Joe understands his perception of people must be close to accuracy. He may not get a 100% but he looks for people that have qualities similar to his which may not be limited to self-efficacy, forethought and self-control. To continue to operate a business, Joe perception of people and understanding of his behavior and behaviors of other enables him to have more control over productivity. Beating down an employee for making mistakes will only bring down the productivity, how he addresses his employees when they make a mistake is great. Joe strives on allowing his employees to regulate themselves but at the same time realized that some internal controls must be present. Although Joe’s perception of a prospective employee is in the forefront but other qualities must be accompany by those impressions of the employee. Joe has accepted that fact if an employee cannot handle the stresses of his organization that will not last even though his first impressions of the person was incorrect. Knowing the pressures of his company, Joe realizes eventually the workload will determine if those per conceived notions about the new employee was correct. The making of a true business man is allowing, nourishing, and knowing the make-up of what a great employee will be and allowing them to prove themselves in the company while productivity is increasing.

References
Cable, D. M., & Kay, V. S. (2012). Striving for Self-Verification during Organizational Entry. Academy Of Management Journal, 55(2), 360-380.
Carpenter, C. R., & Sherbino, J. (2010). Key Questions for Training and Practice: How does an "opinion leader" influence my practice?. CJEM: Canadian Journal Of Emergency Medicine, 12(5), 431-434
Don Hellriegel, J. W. (2011). Organizational Behavior. Mason: Cengage Learning.