Question 1: Indicate Marys attitudes before and after meeting Sue. If there was a change, why?

Before meeting Sue: Mary Jones was in her senior year at Central University. She was in the top 1 percent of her class. Before Mary met Sue, she detained the company in high admiration and was proud of working for Universal Manufacturers. The company's organizational culture was favorable for her, and all her colleagues were helpful. In addition to this, she worked hard without any hesitations. Her input to the company was being appreciated and she was given challenging assignments which presented practical experience to her. Once, in companys Costa Rican manufacturing facilities was having production problem where Mary has done superb job to solve the problem. Her manager, Tom had positive thoughts of her and she passed her annual review. Her salary was increased by 10% from $40,000, whereas most employees had an increase of 5%. However, after Mary met Sue, her attitude towards the company changed. After meeting Sue: Sue had joined the company a year later than Mary and yet her starting salary was $45,000, which was $5,000 more than the salary they had started Mary with. It is also $1000 more than Mary would receive after her 10% increase, which is $44,000. This revealed a level of discrimination and inequitable treatment of employees since employees have to to be remunerated according to their effort to the company. Mary had similar qualifications with Sue when she joined the organization and had put in hard work, which was recognized by everyone in the company. However, the fact that little over than one year after putting in these efforts, she would still have lower pay than Sue, who had recently joined the organization made her have a negative attitude towards the company. Changes in Marys attitude towards The Company: Mary's attitude towards the company changed and became negative due to this perception of discrimination and unfairness. The changes in attitude will possible influence her ability to perform, and this may have a negative impact on the company.

Question 2: What do you think Mary will do now? Later?

After Mary changes her attitude towards the company, her performance will be affected. At present, she will not do anything which may put her in the spotlight, but she will be secretly looking for opportunities in other renounced companies. Her qualifications and experience will make her a worth to any company. In the long run, she is likely to search for employment in a company which does not discriminate against employees and pays them according to their input

in the company. At present she would put less effort in the company due to a decrease in motivation. She would not resign immediately since she does not have an alternative job which would pay her bills. However, Later, she would resign after she successfully obtains employment in a company which values her input and remunerates all employees according to their input.

Question 3: What motivation theory applies best to this scenario? Explain.

There are various motivation theories which explain the case study. However, the expectancy theory of motivation applies best to this scenario of case study. This theory was advanced by Vroom, and it explains the process which employees go through when making choices. Vrooms expectancy theory describes that motivation as a function of an individuals belief concerning1. Effort performance relationship (Expectancy) 2. Work outcome relationship that is performance will be rewarded (Instrumentality). 3. The desirability of various work outcomes that is the value of the reward is highly positive (Valence). The reasons behind how Vrooms expectancy theory relates to this case study are discussed below: Mary was given challenging assignments like Costa Rican manufacturing facilities production problem where Mary gave her best effort and has done superb job to solve the problem which presented her performance toward the company. This reflects one of the expectancy theorys terms and concept called EXPECTENCY. Tom was happy about Marys performance and had positive thoughts about her. As a result, Tom rewarded her through increase in her salary by 10% from $40,000. This reflects another expectancy theorys terms and concept called INSTRUMENTALITY. Again, after meeting with Tom, Mary was so happy like she was floating on air. She heard from other employees that most employees had an increase of 5% whereas she got 10% increase in her salary. This value of reward is highly positive to her. This reflects another expectancy theorys terms and concept called VALENCE. However, these thoughts became negative after realizing that Sue received a higher salary in spite of her low input to the organization. Employers should pay employees higher salaries if they perform well and lesser salaries if they are new to the job or have lower input to the organization.