Posted: February 1st, 2023

PSY 612 Final Project, writing help

PSY 612 Final Project Guidelines and Rubric

Overview
The final project for this course is the creation of a case study analysis.

ThePSY 612 Final Projectis designed to extend your knowledge and expertise in the discipline, effectively preparing you to apply your skills in a wide variety of professions and contexts. One key area in which you may apply your skills is within organizational settings with diverse populations. Within these organizations, job satisfaction and performance are key aspects that can influence positive organizational outcomes. One of the biggest issues in practice is helping organizations understand that employees are motivated by internal and external factors. As you acquire expertise in this program, you can begin to apply skills you acquire in case studies that replicate what you will encounter in real-world practices.

As theorists have developed approaches toward understanding motivation, two general themes have emerged. It is important to note that the lines between the two themes are not entirely clear and there is some overlap. The first theme is that individuals are motivated by “things.” Content theories of motivation are centered on the belief that an employee’s needs influence motivation. These needs can be physiological or psychological and when these areas of needs are lacking it can influence the actions of employees. Environment influences the needs of employees and can dictate if the needs are satisfied. For example, an employee who needs money to pay bills is far more likely to want overtime work than one who is not in need of the extra money. Employees are not inclined to pursue a satisfied need. Needs that are unmet, however, are desired by employees.

Another theme specific to our approach in this course is the process theories. Process theories of motivation are centered on the use of higher level thinking when it comes to motivating employees. Employees are not only motivated by needs but also by the reduction of tension and stress in the workplace. The process theories focus on how employees start, maintain, and center their behavior on satisfying or reducing their needs or reducing their inner tension. The major variables in process models are incentive, drive, reinforcement, and expectancy.

The project is divided into four milestones, which will be submitted at various points throughout the course to scaffold learning and ensure quality final submissions. These milestones will be submitted in Modules Two, Four, Six, and Seven. The final product will be submitted in Module Nine.

In this assignment, you will demonstrate your mastery of the following course outcomes:

 PSY-612-01: Apply motivational theories and communication strategies appropriately to practical employee morale and productivity problem scenarios  PSY-612-02: Propose change management strategies that address common sources of employee resistance to change and are applicable and beneficial to the organizational culture  PSY-612-03: Propose appropriate qualitative and quantitative techniques for assessing employee motivation feedback and productivity data that align with a given approach  PSY-612-04: Critique prevailing motivational theories in the field of organizational psychology for their practical strengths and limitations in meeting organizational goals and effecting change for diverse populations

 PSY-612-05: Analyze the interdependent nature of morale, motivation, and productivity for teams within an organizational setting

Prompt For this project, you will begin by analyzing and researching the Motivation in the Workplace Case Study. You will then apply at least two relevant content and process theories from this course in making your analysis and evaluation of the real-world problem scenario to devise an appropriate solution. Finally, this solution will offer recommendations on appropriate strategies and techniques to address the problem and implement the recommendations.

Motivation in the Workplace Case Study Acme, Inc., is a large industrial manufacturer with locations in several states. The home office, located in Springfield, employs a large contingent of white-collar professionals who support Acme’s operations across the country.

Whenever Acme’s operations needed soft skills support, such as team building, leadership development, or facilitation of natural working group problem solving, Acme would contract out for those services. With the company’s recent growth, the chief executive officer (CEO) decided to create a small new team at the home office that could handle these types of issues in-house. The goal was to reduce operating costs and response time when needs were identified.

The CEO tapped Carol, a proven executive performer in the company, to start up the new group, called the Internal Support Group. Carol was to staff the group with experienced, proven professionals from a variety of disciplines. When the hiring was completed, the Internal Support Group consisted of:

 Carol, age 50: 27 years with Acme, a proven executive who has successfully managed every task previously assigned  Berl, age 58: new to Acme, a clinical mental health counselor with 25 years’ experience counseling individuals and small groups in a workplace  Siri, age 29: recent law school grad who has just passed the bar exam, with specializations in employment law and equal employment opportunity (EEO)  Amil, age 45: who worked for Acme up until about eight years ago, left for another company, and was recruited back by Carol for his expertise in leadership development and organizational consulting  Peter, age 42: new to Acme, with proven experience facilitating groups working through difficult challenges  Lillith, age 39: new to Acme, an effective, engaging presenter who is well-reputed for providing excellent training on a number of interpersonal skills areas  Kerry, age 42: previously Acme’s stand-alone expert in Six Sigma, now transferred into Internal Support

With this arrangement of professionals, the CEO and Carol hoped that any difficulty raised within Acme could be accommodated. For example, if a group was going through a significant change in its operations and interpersonal conflicts were developing, Amil and Berl could collaborate to develop a strategy and address the problem areas. Kerry and Lillith could work together, for example, with a group that was working to improve its manufacturing processes and needed to learn new skills to ease the transition.

Internal Support was off to a rough start. Although the design appeared to meet a need for Acme, Carol’s phone did not ring very much. She was not sure what the problems were, but her supposition was that either the CEO did not do a good job kicking off the new group, Carol’s marketing of their availability did not strike a chord, or Acme leaders preferred the old way where outsiders came in, helped, and left, leaving no enduring memory of the problems they experienced.

As a result, this well-paid group was underutilized and bored. Whereas Carol thought she would be giving the team assignments out of the office, working with other departments, she gave assignments such as creating flow charts of internal processes, writing policy, and designing charts and spreadsheets. The staff, all capable professionals in their fields, viewed this as busy work. Carol considered it her best effort to keep some activity going in the office. Several of the staff asked for funds to attend off-site conferences and training, but Carol said the money for that would not be available until the staff had proven their value to the organization.

One morning at work, Carol hastily called a team meeting. A family situation was requiring her to relocate, and she would be leaving immediately. She was moving to live near her parents and Acme had a facility in that area. She had cleared it with the CEO that Acme would find a job for her at the new location so she could work her last few years until retirement. Carol announced that Ron would replace her as the Internal Support supervisor.

Ron was a new executive with Acme. Ron had an MBA and some prior work experience. At age 32, this would be his second Acme assignment. Ron’s previous Acme work assignment was in the engineering department.

After the meeting with Carol and before Ron arrived, the staff talked among themselves. The general consensus was that Ron’s appointment to their staff was not a good sign. “If the CEO really believed in what we were doing, he would have appointed a more senior, experienced supervisor” was a commonly heard sentiment.

Ron’s approach was not well-received by the staff. Although the staff was underutilized while Carol was there, they appreciated her hands-off approach. According to the staff, Carol allowed them flexibility in their work and encouraged collaboration. For example, if Kerry was called into a situation where she needed Amil’s expertise, Kerry could go directly to Amil for assistance. Ron required that all such collaboration requests be funneled through him.

Ron required weekly statistical reports of staff activities, including phone calls received, emails received/sent, dates/times/durations of meetings, and hours spent in preparation and active work.

The staff wanted to develop a marketing plan for their services so the rest of Acme would know of their skills and availability. Ron indicated that the CEO did not want increased marketing, that the brochures and posters around the building were enough. According to Ron, the CEO was happy that the staff was available, and he would work on increasing their utilization. The staff did not note any increase in publicity or the frequency with which their services were requested.

One day when Ron was out of the office, the Internal Support staff met informally. In summary, here is what each of them said:

 Berl: “I’m good. I understand that the rest of you want to get more engaged and do something productive. I would like to be productive too, but I don’t see that changing. I’m two years from having enough in my 401(k) to retire, so I’ll just coast until then.”  Siri: “I am livid! Carol sold me a bill of goods. I’m a lawyer; I passed the bar; I’m ready to do something. This has to change or I’ll have to go!”  Amil: “I love Acme. The company has been good to me. I got a great start here and was really happy to come back. I’m working my old contacts under the radar to see if I can drum up some business for us. Until then, I’ll keep reading and studying to stay sharp. Hopefully this will turn around soon.”

 Peter: “Ron is killing us. Carol was bad enough, but at least she didn’t throw this stupid ‘measure everything’ stuff at us. I’m going to email the CEO directly, and soon, if we can’t get through to Ron that we need to generate more business and stop filling out meaningless internal paperwork.”  Lillith: “I don’t have anything against Ron. He is new and trying to make his mark here. He’ll grow out of this rookie foolishness soon. Hopefully, he’ll get to where he can go out and sell our services so we can get to work.”  Kerry: “This is the worst job I’ve ever had. I used to get to do things at work. Now, nothing. I’m actively looking for another job and will be gone soon, or at least I hope so!”

Specifically, the following critical elements must be addressed:

I. Overview  Describe the key issues surrounding morale, motivation, and productivity from the organizational setting described in the scenario with respect to the employees involved. [PSY-612-05]

II. Analysis and Applicable Theories For your analysis, select two applicable content theories and two process theories from the list provided in this course. Please note the theories should be post-Frederick Winslow Taylor (do not use Taylor).  What motivational theories would be applicable in addressing the employee morale and productivity issues in the scenario? Why? [PSY-612-01]  What strengths and limitations impact the application of these theories in addressing the scenario in practice? Why? [PSY-612-04]  What strengths and limitations impact the application of these theories in effecting change within this organization for this group of individuals? Why? [PSY-612-04]  What communication strategies would be applicable in addressing the employee morale and productivity issues in the scenario? [PSY-612-01]

III. Recommendations Remember that your recommendations should be as authentic to a real-world situation as possible. If you are going to be asking your organization to spend money on training, for example, your justification might include that the organization will be realizing a return on the investment. Consider carefully whether you can justify these recommendations before making them.  How will your recommendations directly address the key issues surrounding morale, motivation, and productivity that you identified in the overview? Justify your claims with rationale. You may also wish to consider how you might use applicable real-world examples to illustrate your recommendations. [PSY-612-05]  What tactics might you recommend that would efficiently address common sources of employee resistance to change in this scenario? Justify your claims with rationale. You may also wish to consider how you might use applicable real-world examples to illustrate your recommendations. For example, is the method you are recommending cost effective? Is there support that this is a proven method? [PSY-61202]  How would these tactics impact current organizational strategies and techniques? Justify your claims with rationale. You may also wish to consider how you might use applicable real-world examples to illustrate your recommendations. [PSY-612-03]

IV. Implementation This is where you will outline your plan for implementing these recommendations. Remember, it is important that you tie your recommendations specifically to the organization you are addressing. You want your recommendations to apply to the individuals and situation.  What is your plan for implementing these recommendations so that they are applicable and beneficial to the organizational culture in this scenario? Be sure your plan is aligned with your overall approach for implementation. [PSY-612-02]  What qualitative and quantitative techniques would you use for assessing employee feedback and data to ensure validity and reliability? How are they aligned with your approach? Provide examples. [PSY-612-03]  How should that data be interpreted and acted upon? How is this aligned with your selected approach? [PSY-612-03]

Milestones
Milestone One: Draft of Overview In Module Two, you will submit a draft of the overview of your case study analysis (Section I), including all the critical elements as listed. Your overview will describe the key issues surrounding morale, motivation, and productivity from the organizational setting described in the scenario with respect to the employees involved. You will present the challenges from the case study that you would approach first as an organizational consultant. Your overview will reflect the area(s) that you identify as the most pressing issue(s) that Acme needs to address. Your overview will incorporate the course readings and be informed by at least three scholarly journal articles. Your submission should be one to two pages in length (page count includes only the body of your paper and excludes cover/title pages, abstracts, figures, tables, and references). This milestone will be graded with the Milestone One Rubric.

Milestone Two: Draft of Analysis and Applicable Theories In Module Four, you will submit a draft of the analysis and applicable theories of your case study analysis (Section II), including all the critical elements as listed. From the motivational theories discussed in class, select two content theories and two process theories for your approach to Acme. Your draft will incorporate the course readings and be informed by at least four scholarly journal articles. Your submission should be two to three pages in length. This milestone will be graded with the Milestone Two Rubric.

Milestone Three: Draft of Recommendations In Module Six, you will submit a draft of the recommendations of your case study analysis (Section III), including all the critical elements as listed. Analyzing Acme from a perspective of motivation, productivity, and morale, describe the specific changes you would recommend to the company. Your draft will incorporate the course readings and be informed by at least four scholarly journal articles. Your submission should be three to four pages in length. This milestone will be graded with the Milestone Three Rubric.

Milestone Four: Draft of Implementation In Module Seven, you will submit a draft of the implementation of your case study analysis (Section IV), including all the critical elements as listed. In your draft, provide specific strategies you would recommend to implement needed changes in the organization. Your draft will incorporate the course readings and be informed by at least five scholarly journal articles. Milestone Four should be three to four pages in length. This milestone will be graded with the Milestone Four Rubric.
Final Submission: Case Study Analysis In Module Nine, you will submit a case study analysis. It should be a complete, polished artifact containing all of the critical elements of the final product. It should reflect the incorporation of feedback gained throughout the course. The final submission should be 15 pages in length. This submission will be graded with the Final Product Rubric.
Deliverables
Milestone Deliverable Module Due Grading
One Draft of Overview Two Graded separately; Milestone One Rubric Two Draft of Analysis and Applicable Theories Four Graded separately; Milestone Two Rubric Three Draft of Recommendations Six Graded separately; Milestone Three Rubric
Four Draft of Implementation Seven Graded separately; Milestone Four Rubric Final Submission: Case Study Analysis Nine Graded separately; Final Product Rubric
Final Product Rubric Guidelines for Submission: The case study analysis must be 15 pages in length and must follow Help write my thesis – APA formatting.
Instructor Feedback: This activity uses an integrated rubric in Blackboard. Students can view instructor feedback in the Grade Center. For more information, review these instructions.
Critical Elements Exemplary (100%) Proficient (90%) Needs Improvement (70%) Not Evident (0%) Value Key Issues [PSY-612-05] Meets “Proficient” criteria and is well-qualified with specific examples from the scenario Describes the key issues surrounding morale, motivation, and productivity from the scenario with respect to the employees involved Describes the key issues surrounding morale, motivation, and productivity from the scenario but does not connect to the employees involved Does not describe the key issues surrounding morale, motivation, and productivity from the scenario 8.6 Motivational Theories [PSY-612-01] Meets “Proficient” criteria and is well-qualified with examples of how theories are well-aligned Accurately justifies motivational theories that are applicable in addressing morale and productivity issues in the scenario Addresses motivational theories that are applicable in addressing morale and productivity issues in the scenario but justification is cursory or inaccurate Does not justify motivational theories that are applicable in addressing morale and productivity issues in the scenario 8.6

Impact the Application [PSY-612-04]
Meets “Proficient” criteria and is well-qualified with specific examples from the scenario
Accurately assesses strengths and limitations that impact the application of these theories in practice
Assesses strengths and limitations that impact the application of these theories in practice but reasoning is cursory or inaccurate
Does not assess strengths and limitations of theories in practice
8.6
Effecting Change [PSY-612-04]
Meets “Proficient” criteria and is well-qualified with specific examples from the scenario
Accurately assesses strengths and limitations in effecting change within this group of individuals
Assesses strengths and limitations in effecting change within this group of individuals but reasoning is cursory or inaccurate
Does not assess strengths and limitations in effecting change
8.6
Communication Strategies [PSY-612-01]
Meets “Proficient” criteria and is well-qualified with specific examples from the scenario
Accurately justifies communication strategies that are applicable in addressing the employee morale and productivity issues from the scenario
Addresses communication strategies that are applicable in addressing morale and productivity issues in the scenario but justification is cursory or inaccurate
Does not justify communication strategies that are applicable in addressing morale and productivity issues in the scenario
8.6
Recommendations [PSY-612-05]
Meets “Proficient” criteria and is well-qualified with specific examples from the scenario
Accurately justifies how recommendations directly address key issues surrounding morale, motivation, and productivity specific to the scenario
Describes recommendations that are applicable in addressing key issues surrounding morale, motivation, and productivity specific to the scenario but justification is cursory or inaccurate
Does not justify recommendations that are applicable in addressing key issues surrounding morale, motivation, and productivity
8.6
Tactics [PSY-612-02]
Meets “Proficient” criteria and is well-qualified with specific examples from the scenario
Accurately justifies how tactics would efficiently address common sources of employee resistance to change specific to the scenario
Describes tactics that would address common sources of employee resistance to change specific to the scenario but justification is cursory or inaccurate
Does not justify how tactics would efficiently address common sources of employee resistance to change specific to the scenario
8.6
Impact [PSY-612-03]
Meets “Proficient” criteria and is well-qualified with specific examples from the scenario
Accurately justifies how tactics would impact current organizational strategies and techniques specific to the scenario
Describes how tactics would impact organizational strategies and techniques specific to the scenario but justification is cursory or inaccurate
Does not justify how tactics would impact current organizational strategies and techniques specific to the scenario
8.4
Organizational Culture [PSY-612-02]
Meets “Proficient” criteria and is well-qualified with examples of how recommendations are wellaligned with approach
Describes plan for implementing recommendations that is applicable and beneficial to the organizational culture in the scenario and is well-aligned with approach
Describes plan for implementing recommendations that is applicable and beneficial to the organizational culture in the scenario but is not well-aligned to approach
Does not describe plan for implementing recommendations that is applicable and beneficial to the organizational culture in the scenario
8.6

Qualitative and Quantitative Techniques [PSY-612-03]
Meets “Proficient” criteria and is well-qualified with examples of how techniques are well-aligned with approach
Describes qualitative and quantitative techniques for validly and reliably assessing employee feedback and data and is well-aligned with approach
Describes qualitative and quantitative techniques for validly and reliably assessing employee feedback and data but is not well-aligned with approach
Does not describe qualitative and quantitative techniques for validly and reliably assessing employee feedback and data
8.4
Data [PSY-612-03]
Meets “Proficient” criteria and is well-qualified with examples of how methods are well-aligned with approach
Describes how data will be interpreted and acted upon and is well-aligned with approach
Describes how data will be interpreted and acted upon but is not well-aligned with approach
Does not describe how data will be interpreted and acted upon
8.4
Articulation of Response
Submission is free of errors related to citations, grammar, spelling, syntax, and organization and is presented in a professional and easy-to-read format
Submission has no major errors related to citations, grammar, spelling, syntax, or organization
Submission has major errors related to citations, grammar, spelling, syntax, or organization that negatively impact readability and articulation of main ideas
Submission has critical errors related to citations, grammar, spelling, syntax, or organization that prevent understanding of ideas
6
Earned Total 100%

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