Human Motivation

Paper Summary:

This paper looks at the different attitudes of workers in a customer call center for a national specialized cancer organizations. It focuses on a particular individual and goes on to explain how psychological principles can be used to improve the situation and motivate this worker.

From the Paper:

"Wendy Worker has recently begun working as a customer service representative for Cancer Call Center. Cancer Call Center is a national call center for one of the nation's foremost specialized cancer organizations. Wendy Worker is a 10-year breast cancer survivor, and Cancer Call Center's positive attitude towards cancer survivors was one of the reasons that she sought employment with them. However, Wendy is one of the few cancer survivors to be working in the organization's actual call center, which is predominantly staffed with young recent college graduates. Wendy differs from her coworkers in other ways, as well. Wendy is in her mid-forties, which is approximately twenty years older than the majority of her coworkers. She has recently returned to the workforce after being a stay-at-home mother for twelve years. Prior to making the choice to stay-at-home, Wendy was a supervisor at a similar call center, but she was unable to obtain a supervisor-level position because of the time gap in her resume. Although Wendy is not having any problem learning the material presented in training, she does not appear to be associating with the rest of her training class. Because Cancer Call Center has previously noted its highest turn-over rate with capable employees who fail to socialize in the work environment, it is looking for a way to motivate Wendy."

Sample of Sources Used:

• Franken, R.E. (2007). Human Motivation (6th ed.). Belmont, CA: Wadsworth.
• Mauro, T. (2002, February). Helping organizations building community: a sense of community at work can make all the difference. T&,D 56(2), 52-7.
• McNerney, D. (1996, August). Employee motivation: creating a motivated workforce. HR Focus, 73(8), 1-4.
• Sullivan, J. (2006, March 27). Personalizing motivation: human resources professionals must accept the responsibility of providing managers with a list of what motivates and frustrates a new or recently transferred employee. Workforce Management, 85(6), 50.

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