Choa has evaluated her subordinates and feels she has adequately identified which ones are go-getters, fence-sitters, and adversarials. What should she do to motivate, manage, or empower each?

Question

What will be an ideal response?

Answer 1

Go-getter need little motivation, so Choa should concentrate on empowering the
ones she has. She can do this by helping them into managerial positions or getting
them ready for such a transition by delegating work and authority to them. She may also
position them with fence-sitters so that they can help fence-sitters improve their
performance. It is more difficult to empower fence-sitters. Giving them more
responsibility should occur under more controlled conditions, but in general, steadily
increasing their performance expectations will increase their performance level, as long
as they are kept separate from adversarial employees. Adversarial employees should
not be empowered, as they typically resent the organization, its rules, and their work.
They require confrontation and discipline, though depending on the employee, Choa
could experiment with reducing control and adding more responsibility to see what
happens. If unresponsive to the change, Choa should end the experiment with any
adversarial employee.