Motivational Case Study Exercises – BusinessBalls.com (2024)

Motivational Theory: Case Study Example

Motivation is often best explained by reference to real examples. The 'Hellespont Swim' is a true story of unusual and remarkable personal achievement which demonstrates several aspects of motivational theory, plus various other principles of effective management and performance.

Use this case study as a learning exercise.

Ask people to read and comment on the story from a motivational and performance perspective:

  1. What motivational forces and factors can you see in this case study? What motivational theories and concepts are illustrated in the account - for example, Maslow's Hierarchy of Needs , McGregor's X-Y Theory , McClelland's motivational theoryand the ideas of Adams, Bloom, HandyandHerzberg
  2. Also, what can you say about the story from the perspectives of teamwork, team-building, communications, planning and preparation, capability and potential, targets and goals, inspiration and role-models, skills/knowledge/attitude factors, humour and fun, project management, encouragement and coaching, project support, achievement and recognition, evaluation and measurement?
  3. What aspects of the experience could have been improved or done differently and why?
  4. What other aspects of personal motivation and achievement can you see in the story?
  5. How might lessons and examples within this story be transferred to yourself, to employees and organisations?

The contribution of this article by writer and adventurer Charles Foster is gratefully acknowledged.

The Hellespont Swim

With a shout and a prayer and a curse, we leapt at dawn from a boat into the water of the Dardanelles and started to swim from Europe to Asia.

It had all started in London over the umpteenth bottle of Bulgarian red. For a long time, I said, I had wanted to swim the Hellespont - the narrow channel between the sea of Marmara and the Aegean. The Hellespont hit the mythological headlines a long time ago. Leander, who lived on the Asian side, had the misfortune to fall in love with Hero, who lived in Europe. The course of true love did not run smoothly. Geography was not on their side. The Hellespont has a nasty current ripping down the middle of it and a reputation for chewing up ships. And religion didn't help, either. Hero was a priestess of Aphrodite, and sworn to perpetual celibacy. So their meetings had to be covert and at night. Just as in most relationships, ancient and modern, the bloke did all the travelling. She held out a lantern, and he swam each night towards it. They copulated all night, and he then swam back. One night the wind blew out the lantern and that current took Leander out into the Aegean. He never returned. The heartbroken Hero had the decency to hurl herself into the Hellespont and the myth was born.

The Hellespont was assumed to be swimmable only by gods. But then, after one failed attempt, Byron did it, and it has been done from time to time since. We should have a go, I said to Steve and David (fat, pale, thirty-something pie-eaters like me). If a club-footed syphilitic like Byron could do it, so could we. The Bulgarian red spoke, and it said yes, and before it could withdraw I had put a deposit down and committed us to the swim.

The paperwork is nightmarish. The European shore, at Abydos, is inside a restricted military zone, and rumoured to be mined. The Hellespont itself is a marine motorway, carrying a huge volume of traffic between the Mediterranean and Istanbul and the Black Sea. The Turkish authorities don't like the idea of Englishmen's bodies choking the propellers of container ships, and insist on lots of permits. The man to sort all this out is Huseyin, whose long, white wispy hair makes him look like a mammalian anemone. He has organised most of the successful attempts on the Hellespont in recent years.

So we trained a bit. We lumbered over to municipal pools and floundered up and down. We never seemed to get faster or less tired, but we did seem to get a bit thinner. It was difficult to motivate ourselves because there really didn't seem to be much connection between the heated human soup of the public baths and the swimming of a major shipping lane. But the calendar ticked on, and we got on the plane, still a bit bemused, and found ourselves somehow in Cannakale.

Huseyin met us, mapped out the route (head-on into the current for a mile, and then a gentle swim home), made us eat moussaka and vitamin pills, told the barman not to serve us any beer, and booked our early morning calls for us so that we had no excuses.

With the dawn came renewed incredulity at our stupidity. It was cold, there were some vast tankers plying up and down, and the rip current at the centre of the channel was throwing up white horses that looked like Grand National winners. Also, Huseyin had told the press about the attempt. A launch full of photographers was following us, and failure would not be private.

As the sun came up our clothes came off. The lads on the boat rubbed us down with axle grease and with a great scream we committed our bodies to the deep. An underwater gust rolled me over, and from then on, the channel churned me emetically around.

As soon as I hit the sea I was on my own. Yes, somewhere behind me was the grumbling of the escort boat's engine, and somewhere way ahead Steve was burrowing efficiently towards fame, and somewhere to one side David was grunting and swallowing water, but I was in my own tiny world, hedged in by waves and the sides of my goggles, vaguely conscious that stretching down and down below was the vertiginous green of the channel. It was a lonely and disoriented business. If I stretched my neck up I could sometimes see the hills of Asia, but there was never any sense of movement. From the boat there were occasional shouted hints and words of encouragement like: "Sewage slick ahead: keep your mouth shut", and "This is where blood started to pour from the Ukrainian's ears."

Steve had set purposefully off with a front crawl of the sort he'd only ever used before to part crowds to get to the bar. I had thought that the waves would prevent really effective crawl, and had trained mostly using breaststroke. This was a stupid mistake. Breaststroke has a phase when there is little forward motion. When you are swimming into the current this means that you lose half of whatever distance the stroke has won you. It took me fifty minutes to realise this and change to a continuously propulsive front crawl, by which time Steve was almost in the arms of his very own Hero.

Rhythm is everything, the good swimmers say, and rhythm is hard when the sea which surges around you has no sense of it. You seem to make no progress at all. There was a vague sense of pressure against my chest as I ploughed into that current, but there was no visible fixed point against which I could measure any progress. Failure, though, was unthinkable. Too many people knew about this venture. If I didn't reach Sestos I could never return home. So I kept striking metronomically away and then, suddenly, the current eased. A shout from the boat told me to turn up the strait. That was the indication I had been waiting for. It meant that the back of the Hellespont was broken. I began to realise that there was no need to keep a lot in reserve any more.

From then it all happened quickly. There was a wisp of green weed at the bottom, and a stone appearing out of the gloom. Looking up, I could see the crenellations of Sestos castle on the gorse covered hills of Asia. A thousand miles away there was some cheering as the press men hauled Steve out of the shallows and asked him what on earth he had done this for. And then suddenly we were there too, stumbling out into towels and a posse of television camera men. They asked us for comment. David, mentally enfeebled by the effort, gave them an elaborate and deeply embarrassing pun about Leander's libido based on 'breaststroke' and 'breast stroking' which, laboriously translated into Turkish, started as gibberish and ended as filth. We ate nuts and pulled our bellies in for prime-time silly-season Turkish TV, and drank brandy to the memory of that great hard man, Leander, who had done this every night and back, for love, not glory.

Greek deity, it seems, is a reasonably accessible career. This is a classic swim, but not a particularly difficult one. David and I, who both used that pathetically inefficient breaststroke over the two miles, did it in about eighty minutes. Steve, who is a regular ten pints and three bags of chips man, wallowed home in under an hour. The rumours we had heard about hammerhead sharks, giant squid and solid rafts of jellyfish were unfounded. The rumours about diarrhoea and vomiting, however, are completely true. Those denizens of the deep strait between Europe and Asia are of truly mythological proportions. But that's another story. And who cares? According to the best authorities on Olympus, we were officially gods.

- Charles Foster


Next: Argyris' Theory of Management

Motivational Case Study Exercises – BusinessBalls.com (2024)

FAQs

Who said money is a motivator? ›

Taylor's theory of motivation is also known as the money as a motivator theory. It argues that money is the main force that motivates employees to work at a company. According to Taylor, there is only one right way to do each job - that is to motivate employees with coercion (threat of firing) or money.

Is money a motivator at work? ›

For: Money is an effective, powerful and simple motivator. Self-evidently, money motivates and extra money motivates people to work extra hard. It's natural to compete, and when rewarded with money for better work then productivity and standards are raised for all.

Why money is the biggest motivator? ›

Money is often considered the most powerful motivator because it can provide many benefits, such as access to material possessions, improved social status, and a better quality of life. The desire to earn more often drives people to seek higher-paying jobs or work longer hours.

What did Herzberg say about money? ›

Herzberg addressed money particularly (referring specifically to 'salary' in his study and analysis). Herzberg acknowledged the complexity of the salary issue (money, earnings, etc), and concluded that money is not a motivator in the way that the primary motivators are, such as achievement and recognition.

Can money motivate you to work better? ›

For: Money is an effective, powerful and simple motivator. Self- evidently, money motivates and extra money motivates people to work extra hard. It's natural to compete, and when rewarded with money for better work then productivity and standards are raised for all.

Is money the biggest motivator in life? ›

Money is not the primary motivator for employees, but it is essential to meet the most basic needs. People are motivated by different things at different times. Some employees have financial goals, others have professional goals, and others have personal goals. The same incentives cannot work for all.

What is a better motivator than money? ›

Stop wasting money trying to get people to do things.

What is the biggest motivator at work? ›

Inside Thomson Reuters
  • The chance to make an impact. “It is important that I am part of something that is bigger than myself. ...
  • Learning something new. ...
  • Finding innovative solutions. ...
  • Staying curious. ...
  • Working with great people in a great culture. ...
  • Having fun. ...
  • Continuous improvement. ...
  • Having flexibility.

Why money doesn t motivate employees? ›

Financial incentives reduce intrinsic motivation, leading us to rely on outside rewards only to return to our old ways the moment the payments stop.

What are the three motives why people demand money? ›

The way in which these factors affect money demand is usually explained in terms of the three motives for demanding money: the transactions, the precautionary, and the speculative motives.

Is money important in life? ›

Money allows us to meet our basic needs—to buy food and shelter and pay for healthcare. Meeting these needs is essential, and if we don't have enough money to do so, our personal wellbeing and the wellbeing of the community as a whole suffers greatly.

Why money is not the only motivator? ›

While money can play a role in motivation, it's essential to recognize that intrinsic motivators such as recognition, autonomy, meaningful work, growth opportunities, and work-life balance are often equally, if not more, important to many team members.

Is money a hygiene or motivator? ›

The correct answer is True.

Herzberg clearly classified money as a hygiene factor. However, he also classified recognition as a motivator. To the extent that money would give a worker the opportunity to buy goods and take actions that would result in recognition, it may be considered as a motivator.

What is the Taylor theory of motivation? ›

Taylor believed that all workers were motivated by money, so he promoted the idea of "a fair day's pay for a fair day's work." In other words, if a worker didn't achieve enough in a day, he didn't deserve to be paid as much as another worker who was highly productive.

What is the Taylor's theory of money? ›

Taylor's was based on the view that money motivates people. Pay is based on the output per employees (called piece-rate). Employees would do as they were told because if they followed instructions they would be more productive and earn more.

What is the Herzberg theory of motivation? ›

Herzberg's two-factor theory is a motivation theory that suggests that satisfaction and dissatisfaction at work are influenced by two sets of factors: hygiene factors and motivators. Hygiene factors are basic job necessities, such as working conditions and salary, that, if not met, can cause dissatisfaction.

What is the Taylor two-factor theory? ›

The two competing factors, higher wages and lower labor costs, are not incompatible, Taylor argued. The key is getting workers to work more efficiently, that is, to complete their assigned tasks correctly, consistently – the same each time – and in the least amount of time.

What is Mayo's theory of motivation? ›

Mayo's management theory states that employees are motivated far more by relational factors such as attention and camaraderie than by monetary rewards or environmental factors, such as lighting, humidity and more. Mayo developed a matrix to illustrate the likelihood that a given team would be successful.

What is the Adams equity theory? ›

Adams' Equity Theory calls for a fair balance to be struck between an employee's "inputs" (hard work, skill level, acceptance, enthusiasm, and so on) and their "outputs" (salary, benefits, intangibles such as recognition, and more).

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