Please I need help with the assignment below:

bout Monarch Prosthetics Monarch Prosthetics is a prosthetics manufacturer and distributor specializing in creating customized medical prosthetic devices. Traditionally, customized prosthetic devices are expensive and take a long time to produce. Monarch Prosthetics works with doctors so they can produce a prosthetic device customized to the patient and manufacture the prosthetic in a shorter time period and at a more affordable price! Prosthetics, artificial body parts, have been around for thousands of years. Even a 3,000 year- old mummy was found with a prosthetic toe made out of wood at a gravesite dig (https://www.livescience.com/59581-ancient-prosthetic-toe-found-in-egyptian-grave.html). Most earlyprosthetics were made from wood, leather, and different metals. The prosthetics industry hascontinued to grow and evolve to create better prosthetic devices. The demand for prostheticshas also increased because of World War I, World War II, and other "large-scale conflicts"(https://daily.jstor.org/a-brief-history-of-prosthetic-limbs/). The current prosthetics industry coversa wide range of prosthetic devices and implants and is worth around $6.65 Billion annually andthe market value is projected to increase. The types of prosthetics Monarch Prosthetics specializes in were body-powered prosthetics, such as arms, hands, lower legs, and feet. Patients would have to meet with their doctors to have a plaster impression created to make a "test socket". They would then use a temporary prosthetic for a few months before they could have a customized prosthetic made. A customized prosthetic would take several weeks to manufacture, and it was costly to produce. There was no feasible way for Monarch Prosthetics to design a large-scale prosthetics manufacturing company based on the current process and costs. Recently, Monarch Prosthetics received a patent for a unique 3-D printer-based manufacturing process that overcomes this hurdle, allowing the company to produce custom-made and personalized prosthetics quickly, accurately, and inexpensively. These customized prosthetics can be created for an individual patient based on an order using a specialized scanning device from a medical doctor. The finished prosthetic will then be sent back to the doctor's office for the patient to use begin using immediately. Because of the innovative, industry-disrupting technology, the company has experienced exponential growth in the last year. What was once a local, Norfolk-based business with 30 employees is now a large, publicly traded corporation with four manufacturing and distribution centers and 600 full-time salaried workers spread over the country. About the Case Monarch Prosthetics has requested assistance from you to help with some "growing pains" they have experienced in the past year. While revenue has increased due to the innovative technology, Monarch Prosthetics is concerned that an important HR metricrevenue per

employeeis significantly lower than previous benchmarks. In general, they believe the decline is due to three factors: High turnover: As a growing business, Monarch Prosthetics is hiring a lot of new employees. But their turnover rate is 3 times higher than industry standards. Monarch Prosthetics needs to reduce turnover. Poor Performance: Last month's performance evaluations indicated that over 40% of the workforce is performing "below expectations". Monarch Prosthetics needs to get people to improve their job performance. Low Engagement: Employees do not seem engaged. Leadership at Monarch Prosthetics has mentioned that too few employees seem enthusiastic about their work or are committed to the success of the company.

Detailed Company Background from the HR Director Monarch Prosthetics has been a family-run business since 1986, when founder Gomez Addams first opened the business. For 30 years, we were a small, local player in the prosthetics manufacturing industry. The company initially had around 30 employees involved in (1) sourcing materials and working with doctors on the designs of the prosthetic devices; (2) manufacturing the prosthetics; and (3) networking with doctors, hospitals, and medical practices in the area so they come to us for their prosthetic needs. The company was happy being a small player in the industry. We only sold a few types of prosthetic devices and worked with a select number of hospitals and medical practices. All the business was conducted in Hampton Roads. Business was good...things were stable, and profits rose and fell with the local economy. But even in the worst of times, Monarch Prosthetics never faced any severe economic hardships. Most importantly, we had built a reputation as a company that doctors, and their patients, could depend on. Things really started to change in 2016 when we hired a production engineer with a background in 3-D printing. She was convinced that we could use additive manufacturing (a form of 3-D printing) to create custom-fitted prosthetics based on each patient's individual needs, for a cheaper cost, and in a shorter timeframe. We were excited when we perfected the 3-D printing process. We could now "print" custom- fitted prosthetics (1) quicker and less expensive to produce than traditional prosthetics manufacturing methods; (2) able to be customized based on the individual patient's measurements and needs; and (3) more sustainable, with less material going to waste. Increased doctor and patient satisfaction was also a huge benefit, since patients only needed to have a scan done of the area for the prosthetic versus multiple doctor's appointments for molds and fittings. At first, we thought, "this is going to make our jobs easier". But it wasn't long before we realized that we had stumbled on something that would completely revolutionize prosthetics manufacturing. This was way bigger than our local business! We applied for a patent on our 3-D printing process and received it in 2018. This means for the next 20 years, we have virtually no competition (unless a newer technology supplants ours). Nobody - not even the biggest prosthetics manufacturing companies like Ossur, Blatchford, Inc., and Ottobock Healthcare - can do what we are doing as fast, as well, and as cheap as us. Gomez Addams has long retired but his daughter, Wednesday Addams is our current President. She saw this as an opportunity to expand our business (beyond just customized prosthetic limbs) and our scope (beyond Hampton Roads). So, over the past 5 years, we have opened four new distribution centers and hired 600 full-time salaried workers. This is where the growing pains began. Most notably, there are two "pains": (1) This is a period of rapid change. We still do not have solid routines since we are doing everything for the first time. No doubt, we've made mistakes along the way. But it is hard to "settle in" to our work when new people are constantly being hired and most of the workforce is still learning the job. (2) There is a divide between the "originals" and the "amateurs". The "originals" are the 30 or so employees that have been around since before the corporate shift. They were very happy with the way things used to be...the family atmosphere, the local reputation, and the stable business practices. The "amateurs " are the new employees...who never knew what the old company was like. All they know is what they were hired into: a fast-paced company that is expanding and trying to capture new markets as quickly as possible. We hope you will help us understand why we are struggling during this exciting transition and what we can do to address some of our major challenges. Assignment Details The HR Director of Monarch Prosthetics has included the following information to help get you started with your investigation for your Theory Analysis Report (this information will be different from others, so read over carefully as this is the information needed to determine the most applicable theory): All of our departments are struggling. But no department is struggling as much as the Sales Department (in terms of high turnover, poor performance, and low engagement). We'd love for

your report to offer suggestions for improving the Sales Department. But even more importantly, we'd love for your report to help us understand why the Sales Department is struggling. If you can arm us with this knowledge, then we should be able to address concerns with other departments as well. I recently administered a work satisfaction survey to our workforce. The survey asked very simple questions like: "Are you happy with your job?" and "Do you like the work that you do?" The results indicated two general patterns: (1) Employees across all departments seemed to like their daily tasks. No real issues emerged considering the types of work they do. For instance, they mentioned liking the variety of tasks and the significance of what they do. This doesn't surprise me much...we focused on designing jobs around intrinsically satisfying tasks. (2) On the other hand, employees were still fairly dissatisfied with their overall job. It seems that there are other factors (than just the work they do) that are driving their general dissatisfaction. Benefits & Perks After our business model changed, we hired a benefits specialist to handle employee benefits. Our package is competitive (when compared to other similar businesses) and employees seem to like what we offer in terms of PTO, retirement savings, health insurance, etc. Employee Feedback & Concerns Eugene: "I love sales. Don't get me wrong. I chose this career because nothing makes me happier than working on a client to close a deal. But I feel like the more tedious emails I get, the more I lose my passion. I will be having a great day and then, out of nowhere, I will receive an email for a department meeting at the end of the day. Department meetings ALWAYS run late, and I really want to leave work on-time so I can go to my spin class. At our last department meeting, I got so annoyed that it was running longer than planned that I had to fight back the urge to stand up and say 'I quit!' and walk out because I know that overall, I do love my job." Tyler: "On a regular day, I genuinely enjoyed my job, my boss, and my co-workers. But a few weeks ago, I just had one of those terrible, horrible, no good, very bad days. I slept through my alarm, spilled coffee on my shirt on the drive into work, and when I got to the office to clean off my shirt, there were no paper towels in the bathroom, again! I couldn't handle it, I totally lost it in the bathroom, then I walked out of the building and never came back. About three weeks later, I realized that I made a huge mistake. I acted impulsively and did I regret it. I only wish I realized that before they filled my position." Bianca: "Every day is a new challenge, a new lead to follow, a big sale to catch, this could be the month I make my sales goal and get that $2,500 bonus. I can see the money in my bank account already. I wonder what I should spend it on, maybe a cool new microphone so that I can practice my singing at home. I felt like I was untouchable, and then, the emails came out with everyone's sales from the previous month. Half of my

team didn't make their goal. It didn't even matter that I reached mine. I didn't much feel like celebrating after seeing the depressing look on all their faces." Types of Turnover (Originals vs. Amateurs) We really have two different types of turnover. Turnover of our "original" employees and turnover of the "amateurs". For our original employees, we are seeing a "turnover crisis". This is a group of people who have traditionally been "lifetime employees"... who seldom left Monarch Prosthetics unless they were retiring or experiencing a family emergency. The turnover rate for the "originals" used to be one or two per year. Now, we are seeing them quit in bunches. In fact, 8 of them left in the past two months alone. We recognize the value of our original employees. So, we want to plug this leak. For the amateurs, the turnover rate is incredibly high: 3 times higher than the industry average. The industry average is about 15% turnover per year. We are experiencing 45% turnover. Most of the people leaving are people who have been here less than 6 months. So, we are having a harder time retaining workers than we are attracting them. (Voluntary vs. Involuntary) In terms of the types of turnover, about 75% has been voluntary (i.e., the employee quits). People are quitting at an alarming rate. The rest of the turnover has been involuntary (i.e., the employee is fired). But to be honest, if we didn't have so many people quitting, we'd probably fire more people. We have a lot of people performing poorly. About the Task As you uncover potential causes for Monarch Prosthetics' concerns, you'll want to make professional Business Report for the company. the report must address the following criteria: Identify the most relevant theory that captures the issue in the scenario (only choose one theory from Units 4 - 7) Comprehensively explain the theory Apply the major elements of the theory to the situation (must provide examples from the above scenario to show how this theory fits and is the root cause of the issues) Use the theory to create a Plan of Action to address the main situation Please keep in mind that the company obviously wants you to suggest viable solutions. But they are also very interested in learning why the issues are occurring. So please work hard to help explain the OB theory/concept and knowledge that will help Monarch Prosthetics understand the situation they are in and why your proposed solutions (Plan of Action) will address their problems. I have copied a list of popular OB theories that might guide your investigation:

Potential Theories (from Units 4 - 7) - Value-Percept Theory - Job Characteristics Theory - Affective Events Theory - Transactional Model of Stress (Stressors->Stress->Strains) - General Adaptation Syndrome - Expectancy Theory - Goal Setting Theory - Equity Theory - Psychological Empowerment - Organizational Trust Theory - Organizational Justice Theory

Reference

Organizational Behavior: Improving Performance and Commitment in the Workplace (5th edition), by Colquitt, LePine, & Wesson (2017) from McGraw-Hill Publishing (ISBN-13: 978-1-259-54509-2)