Bob Knowlton Case Study

Description:

Bob Knowlton, lead on the photon correlator project at Simmons Laboratories, has happily worked two years for the organization under the supervision of Dr. Jerrold, head of the laboratory. At Jerrold's request, Knowlton welcomes new employee, Simon Fester onto his team. Fester, a very intelligent and hands on go-getter, changes the dynamic of the group with his blunt and sometimes harsh personality, making other members uncomfortable including Knowlton. However despite his reservations and personal feelings, Bob continues to praise Fester's work whenever he and Jerrold discuss his performance. After a period, Knowlton who is seemingly tired of the existing situation begins seeking employment elsewhere and after a few weeks finds another job. Acting quickly, Bob writes and mails a letter to Jerrold that briefly explains his decision ("family issues") to leave the company.

Diagnosis:

It is evident that Bob Knowlton does not know how to communicate honestly with either his associates or supervisors. Although he had several concerns regarding Fester's attitude and how it was affecting the other workers on his team, Knowlton never expressed them to Dr. Jerrod. Instead, he allowed Fester to take over the group as he slowly began drifting farther from the company. It is also clear that Bob no longer felt like he had a place in the organization. As time moved on, Fester's role on the team became more prominent and Knowlton lost more control over his project.

Theory:

In this scenario, Bob Knowlton's behavior throughout the growing situation is an excellent example of the Self-Determination Theory. This theory "assumes that three innate needs influence behavior and well-being-competence, autonomy, and relatedness, "(Kinicki, 2015, p. 151). An intrinsic motivator, this theory focuses on the three innate needs and that help foster a work environment:

• Competence Needs: Bob liked feeling as though he was knowledgeable and produced a great amount of the groups work; with the arrival of Fester, his self-esteem suffered and Knowlton no longer felt as though he was contributing anything of quality.

• Autonomy Needs: As leader of the project, Knowlton had control over the team's and his own schedule; it wasn't until Fester showed up that many of the group's practices