Case #1 Resistance to Change

Incident:
As office manager of the Worthless Paper Products Corporation (WPP), Minnie Reems was responsible for the work of approximately forty employees, of whom 26 were classified as either data processors or clerks. Acting under instructions from Kenny Count, the company CEO, she agreed to allow F. Taylor Group, Ltd., (FTG),a team of outside consultants ,to enter his realm of responsibility and conduct time and motion,and systems-analysis studies in an effort to improve the efficiency and output of her staff.
The consultants began by studying job descriptions, making observations, and recording each minute detail of the work of the data processors and file clerks. After two weeks ,they indicated to Reems and her employees that they were prepared to begin even more detailed studies, observations, and interviews on the following day.
The nest morning, five employees participating in the study were absent. On the following day, ten employees were absent. Concerned, Reems investigated the cause of the absenteeism by telephoning several absentees. Each employee related approximately the same story. Each was nervous, tense, and tired after being viewed as a "guinea pig" for several days. One data processor told Reems that her physician suggested she could ask for a leave of absence based on her complaints of carpel tunnel syndrome if she needed to. Another told Reems, "We ain't no ‘Hawthorne' happy hoppers here in this shop! And, we ain't fixin' to please management just because this Taylor guy thinks we can do more with less."
Shortly after the telephone calls, the chief of FTG's systems-analysis team explained to Reems that if there were as many absences on the next day, his team would have to drop the study and proceed to another department. He said that a valid analysis would be impossible to conduct with only ten employees absent. Realizing that she would held responsible for the failure of the systems-analysis, Reems began to create and evaluate alternative strategies to rectify the problem so the study could continue. She could fire all those who were absent without legitimate causes and send a clear signal that non-cooperation would not be tolerated. Or she could simply get some temps in to replace them.
But even if the studies were completed successfully, she was concerned about implementing the procedural changes that she knew would be mandated after the study was completed. Thinking back on her prior experience as a drill sergeant in the Marines, Reems was astute enough to realize that policies declared and orders issued are not always followed by instant compliance, even in the military, and that this wasn't a military operation. She was also concerned that without an increase in productivity, the operation could not remain cost effective. As a result, the operation would probably be outsourced and everyone would be fired.
Assignment:
Analyze the incident from a motivational theory standpoint. Develop a strategy based on Motivation Theories to get the workers motivated to come to work and buy into the systems-analysis study so that the consultants can finish their job. The consultants were not OB specialists ,could not have anticipated the motivational problem they created. However, you can help salvage the project by using your knowledge of motivational theories. You should consider the various theories such as: need, equity, expectancy, goal setting, and intrinsic motivation (and perhaps others). Which one(s) should be incorporated in your plan? Be specific as to how the theories could be implemented to save the day.
Minnie Reems has asked you to: 1. Develop a strategy to solve the motivational problem 2. Present it to the management team and the consultants 3. Be sure you utilize a(n) motivational theories 4. Suggest how it can be implemented