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Running head: ESTABLISHING INTRINSIC MOTIVATION Establishing Intrinsic Motivation Among Employees Resisting an In-Depth Work Analysis Michael J. Walk University of Baltimore Establishing Intrinsic Motivation Among Employees Resisting an In-Depth Work Analysis Recently, the CEO of the Worthless Paper Products Corporation (WPP) has asked F. Taylor Group, Ltd. (FTG) to conduct time and motion and systems-analysis studies in an effort to improve WPP’s efficiency and output. FTG began its study in the department of data processors and clerks. The intense and prolonged nature of the observations and data gathering led to severe problems with absenteeism (i.e., on a single day, 10 of the 26 employees were absent). Unless the problem with absenteeism is curtailed, not only will WPP lose valuable production due to missing employees but also FTG will have to discontinue its current study in order to move on to other departments. If this occurs, the time and money already put into the analysis will be wasted, and the data will be useless. Also, if preventative steps are not taken now, other departments may experience similar complications with the study. The Investigation In an initial investigation, telephone interviews with the absent employees revealed their negative feelings about the study. Some employees reported feeling nervous, tense, and tired. Another reported feeling like a “guinea pig.” Another employee indicated that he or she suspected that management was conducting the study to force the employees to “do more with less.” It became apparent that employees were not aware of the purpose or goals of the study, had overwhelmingly negative opinions of the study, and were very resistant to not only the study itself but also the impending changes that may result. Possible Solutions In order to address the problem of absenteeism, several options are available to the department’s management. For example, punishment could be used against the resistant employees—they could