Organizational Behavior and Leadership The purpose of this document is to discuss a company that will hereinafter be referred to as Company X. Company X produces audio products and has recently established an innovative manufacturing process in an effort to help its employees achieve its high standards and production goals. One of the supervisors at Company X is having difficulty with his employees adapting to the new process. During an informal discussion with the supervisor the following emerged: some of his employees do not put in the effort to master the process, those who have mastered the process do not put in enough effort to achieve the production goals that the company has set for itself. When asked what was behind the lack of commitment from the employees, the following reasons were given: some said that they cannot succeed with the process because they are not capable of the required manual dexterity, those who do not have difficulty with the process they believe is not worth further effort to achieve production goals. The rationale behind those who do not have difficulties is that there is usually no difference in salary increases between those who meet the department's goals and those who do not, and they believe that the company's workers must be very slow before their performance is lower. affect their given salaries. To resolve this dilemma I believe we need to take a look at current motivation theory. Among current motivation theories, Victor Vroom's expectancy theory is one of the most widely accepted. Vroom's theory holds that the strength of a tendency to act in a certain way depends on the strength of the expectation that the act will be followed by a given outcome and the attractiveness of that outcome to the third party. of paper ......their wages to the number of quality products produced with the new process, thus improving the personal rewards-goals ratio. Another option could be a merit-based pay plan where rewards could be introduced based on an objective performance evaluation based on realistic production goals under the new process. Finally, whatever schedule is finally decided upon, it would be beneficial to include production employees in this process. Getting their feedback and ultimately their buy-in to the incentive program will potentially increase their enthusiasm for the process. Additionally, some employees complained that they had difficulty navigating the new production procedures. It will be necessary to carefully monitor whether this is actually the case or due to motivation issues and any workers who cannot physically manage the process will need to be reassigned..