If I were Ron I would begin creating a program for the program leaders like Tyler. In my experience morale, good or bad, tends to roll downhill. If the program leaders are feeling more motivated and have a better perspective on the job they are doing, that will emulate into their subordinates. He should start at the top and work his way down the totem pole giving people new tasks and rewards for their work. I cannot comment to what his program should specifically be as the description of the company in this case study was pretty vague. The motivation problems seem to be laid out pretty clearly here. The workers feel overqualified for what they are doing and do not care about the job they are doing. They have not been given any incentives or rewards to boost their motivations either. The workers seem to have low expectancy and instrumentality, they are not performing the tasks at a high efficiency because they know they can work the way they have been and keep their jobs. Their instrumentality is low because they have not been rewarded for working at their full capacity. Valence is not even in the picture here