SOS In DHS Case
SOS in DHS: A Problem of Motivation
About 18 months ago, Jess Johnson was appointed to direct a newly authorized and funded unit in the state’s Department of Human Services (DHS). Shortly thereafter, she interviewed and hired six new employees to staff the unit. The name of the unit is Service Outreach for Seniors (SOS). Its purpose is to coordinate services for the vulnerable elderly. This is Jess’s first supervisory position.
Susan Jones and Bob Martin were two of the new employees hired by Jess. Initially, both were very productive, enthusiastic, and industrious. Bob had taken the initiative to work closely with several prominent private service providers to ensure their cooperation and involvement in the new program. Susan had done a terrific job of producing publications and other materials describing the goals of the unit and explaining SOS services to the elderly. But since this initial spurt of activity and enthusiasm, both Susan and Bob have become less-than-ideal employees in Jess’s estimation.
Within 6 months of his hiring, Bob developed what Jess considers to be poor work habits (e.g., very long lunches and coffee breaks, tardiness, absenteeism). Bob demonstrates little interest in or enthusiasm for his work. Although he generally accomplishes, at least in a minimal manner, those tasks that are directly assigned to him, he rarely volunteers ideas or takes the initiative. From Jess’s perspective, employees who take initiative and demonstrate creativity are critical in helping the unit to establish itself politically and to create a service where none had existed before.
Susan, on the other hand, has become quite “creative” in the sense that she has ceased to check with Jess (or anyone) on important policy matters before speaking to external groups and individuals. On several occasions, she has promised things to representatives of organizations and to elected officials that the SOS program simply could not deliver. On other occasions, she has
About 18 months ago, Jess Johnson was appointed to direct a newly authorized and funded unit in the state’s Department of Human Services (DHS). Shortly thereafter, she interviewed and hired six new employees to staff the unit. The name of the unit is Service Outreach for Seniors (SOS). Its purpose is to coordinate services for the vulnerable elderly. This is Jess’s first supervisory position.
Susan Jones and Bob Martin were two of the new employees hired by Jess. Initially, both were very productive, enthusiastic, and industrious. Bob had taken the initiative to work closely with several prominent private service providers to ensure their cooperation and involvement in the new program. Susan had done a terrific job of producing publications and other materials describing the goals of the unit and explaining SOS services to the elderly. But since this initial spurt of activity and enthusiasm, both Susan and Bob have become less-than-ideal employees in Jess’s estimation.
Within 6 months of his hiring, Bob developed what Jess considers to be poor work habits (e.g., very long lunches and coffee breaks, tardiness, absenteeism). Bob demonstrates little interest in or enthusiasm for his work. Although he generally accomplishes, at least in a minimal manner, those tasks that are directly assigned to him, he rarely volunteers ideas or takes the initiative. From Jess’s perspective, employees who take initiative and demonstrate creativity are critical in helping the unit to establish itself politically and to create a service where none had existed before.
Susan, on the other hand, has become quite “creative” in the sense that she has ceased to check with Jess (or anyone) on important policy matters before speaking to external groups and individuals. On several occasions, she has promised things to representatives of organizations and to elected officials that the SOS program simply could not deliver. On other occasions, she has