Organizational Behaviour: September – November 2020

In-Class Task #2 CASE STUDY

Chapter 7: Motivation Concepts

HALSALL ASSOCIATES

Meghan Watson left the University of Western Ontario with a degree in psychology and
criminology, not sure what her next step would be. Over the next two years, she taught
snowboarding for a season in BC and did a variety of jobs, trying to figure out what to do.
Returning to school to take a graduate certificate program in Human Resource Management at
Sheridan College, Meghan then had to fulfill a four-month co-op requirement. This is where she
finally found a job that felt right for her with Halsall Associates.
What drew her to apply to Halsall?
I researched the company and saw their core values posted on the website. I also saw the
interesting projects they had worked on, like the addition to the Royal Ontario Museum.
Fit with an employer is important for me. I want a work/life balance, I want to be
constantly learning, and I want to be able to ask questions.
Meghan is an outgoing person with a strong internal locus of control. She was not
disappointed with her experience at Halsall, a consulting firm providing building engineering
services.
As soon as I started I was incorporated into the career development team, given real
work, and put in charge of real searches as if I was a junior on the job. They were open to
my suggestions, welcoming my requests to get my hands on anything I wanted to do. The
orientation day was great. I had the first day jitters. There is a buddy system set up. I was
introduced to everyone, shown the office and where coffee, tea and juice are provided,
and given tips like ’bring your own fork for lunch because they run out quickly’.
Appointments with IT and accounting were set up for me. I was taken out for lunch by
my buddy and my new manager. I was told stories about the company and filled out
many forms but this was interspersed with the various meetings and activities. It was
arranged that I come in late and leave early which was great because I was exhausted.
Meghan worked in Halsall’s Toronto headquarters. It also has offices in other Ontario
locations (Sudbury, Burlington, Ottawa), in Vancouver and Calgary, and in Dubai. In her role
Meghan sourced applicants, screened resumes, conducted phone screens for first interviews, sat
in on high and low-level interviews, was in charge of three entire searches (although
accompanied by a colleague when interviewing and making the hiring recommendation),
checked references, worked on a violence policy for Ontario’s new Bill 168, compiled job
descriptions and postings, and worked with colleges on job fair scheduling. Meghan also carried
out various administrative duties, tracking applications and scheduling interviews. “It was nice to
file stuff for a while when I had been incredibly busy.” Meghan was also given a lot of
responsibility:

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 Chapter 5 Case: Halsall Associates, p. 2

One day I was going crazy, working on new graduate recruiting. The potential recruits
had to meet with Human Resources, the manager of their area and a senior manager so I
was setting up interviews for people in three different places using videoconferencing and
juggling with their crazy schedules. It was a nightmare. But I got it done and went to
lunch. When I came back, there was a cupcake and a thank you note saying “you’re an
amazing part of our team and we appreciate your efforts.” It encouraged me to continue
to work hard. I knew I was noticed and appreciated.
Halsall is a relatively flat organization, with most work being done in teams and project
groups. The engineers are typically involved in several projects at a time. The president and
regional managers take on the role of principal on projects, staying integrally involved with the
company’s activities. The office is open with “pod” groupings of six or seven people, low walls
separating them. All pods are on the outside facing the windows. Meeting rooms and the
president’s office are in the centre, all with glass walls so activities within are visible.
Occasionally all are invited to breakfasts with the president, which are casual information
sessions on where the company is headed, and an opportunity to ask questions.
Meghan’s constant learning philosophy is a good match with Halsall practices. There are
lunch-and-learn sessions regularly. These may focus on describing current projects, new
technologies or new materials. Meghan says, “I knew nothing about engineering before but now
I can speak their language.” Employees know what work the company is involved in. “We get e-
mails regularly sharing information about various successes at the company.” Meghan’s
work/life balance priority is also a Halsall principle in action. There are flexible hours around a
core set when employees must be there. It is a cyclical business so there can be long hours but
then you can leave early other times. Every Wednesday there is a Pilates program organized for
staff (although employees pay for it if they join in). Fridays there are free refreshments and chips
in the lunchroom.
The company culture shows up in other ways as well:
During Earth Week many of us went out at lunch and cleaned a local park and then had
pizza together. To raise funds for the World Wildlife Fund we did the CN Tower climb.
There were nine teams and we raised over $100,000. There is a very competitive spirit at
Halsall—we competed for the team that raised the most money, and had the best time.
The company’s engineers are almost evenly balanced between males and females and are
ethnically diverse. Halsall recruitment includes participating in a program to give foreign trained
engineers Canadian experience. Career coaching is important at the company. And there are
different paths for career development, so people can choose to become knowledge/ technical
specialists or to specialize in business development. Retention is also important. During the
recent recession Halsall has been unusual in choosing not to let employees go. Even in good
times, engineering firms tend to hire and fire on a project basis whereas Halsall believes in
sustainability for the future.
Now back at school to complete her certificate, Meghan has had a chance to compare her co-
op experience with that of her classmates. Her compensation was average and she had a long
commute to deal with. But the range of experience, the level of responsibility and the autonomy
she was given were better than most. Would she return to Halsall for full-time work if asked after
graduation? Absolutely. Meghan’s experience at Halsall illustrates why it has been ranked as one
of Canada’s Best Workplaces for four consecutive years.

Copyright © 2015 Nelson Education Ltd.

 Chapter 5 Case: Halsall Associates, p. 3

Check out Halsall values for yourself at: http://www.halsall.com/categories/5a-

whattoexpect.htm

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 Chapter 5 Case: Halsall Associates, p. 4

DISCUSSION QUESTIONS

1. Describe which of Maslow’s needs seem to be important to Meghan and what the company
offers to meet those needs.

According to text safety, social, esteem and self-actualization is important for Meghan when she
said, “Fit with an employer is important for me. I want a work/life balance, I want to be
constantly learning, and I want to be able to ask questions”. More than that, her new job offers
the five pillars of Maslow's pyramid. We can see the physiological need when the office offers a
cafeteria where coffee, tea and juice are provided. Although is offered safety as the office cares
about the well being of the employees and as they offer pilates classes every Wednesday. We
also see the social when lunches are held with managers and even with the company's president,
generating social connections between employees. The esteem is shown with the tasks assigned
to her, which even if hard, are rewarded later to show how important she is to the company and
to feel valued. And finally, self-actualization is integrated throughout the dynamics of the
company with its employees.

QUIZ QUESTIONS

True/False

__TRUE__1. Theory Y assumptions seem to accurately describe Meghan’s motivation.

__FALSE___2. Meghan seems to be operating near the base of Maslow’s pyramid in terms of
relevant needs.
___TRUE__3. ERG theory suggests that if Meghan is frustrated in her desire to meet growth
needs, she is likely to focus her energies on social opportunities at work and her relationships
with others.
___FALSE__4. McClelland would likely identify Meghan as having a high need for power.
___FALSE__5. Herzberg would identify the responsibility and achievement opportunities given
Meghan at Halsall as hygiene factors.
__TRUE___6. Meghan’s level of equity sensitivity seems to reflect an entitled approach.
___TRUE__7. Meghan’s motivation at Halsall seems to reflect perceptions of high expectancy,
high instrumentality and high valence, according to expectancy theory.
___FALSE__8. If Halsall was to use a goal setting approach to motivate employees, research
suggests they would get better results by using general “do your best” goals rather than by setting
specific targets.
__TRUE___9. Adam Grant’s research suggests that, if Meghan was to have contact with the
beneficiaries of her work at Halsall, her motivation would likely increase.

Copyright © 2015 Nelson Education Ltd.

 Chapter 5 Case: Halsall Associates, p. 5

Multiple Choice

1. If Meghan was given a new and highly complex task to accomplish, what does research
tell us will be the most effective type of goal in motivating strong performance?

A specific, challenging goal to solve the task at a certain standard by a specific

deadline

2. Meghan believes that, if she puts the effort in, she can successfully achieve a strong
performance in her position at Halsall. What is this describing, according to expectancy
theory?

Expectancy

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 Chapter 5 Case: Halsall Associates, p. 6

3. Which of the following would equity theory identify as inputs for Meghan?

The appreciation shown by Halsall for her work

4. How could Maslow’s progression hypothesis be applied to Meghan?

It says that she will progress up the pyramid of needs as lower level needs are
fulfilled.

5. If Meghan has a high need for achievement, what would McClelland’s research suggest is
appropriate for motivating her?

Give Meghan extensive feedback on her progress.

6. What would Herzberg’s Two-Factor theory say about Meghan’s happiness working at
Halsall?

Meghan is satisfied because she is provided with motivators, and not dissatisfied
because of the strong hygiene factors.

Copyright © 2015 Nelson Education Ltd.