Joe Salatino, President of Great Northern American Case Study

Topics: Educational psychology, Albert Bandura, Educational technology Pages: 5 (1542 words) Published: September 9, 2012
Joe Salatino, President of Great Northern American Case Study

BUS 520

Dr. Powers

July 21, 2012

Joe Salatino, President of Great Northern American Case Study

1. Discuss why Joe’s employees need to understand the importance of how people form perception and make attributions. Joe Salatino is the President of the 35-year old company, the Great Northern American. Salatino gauges his success by the amount he pays his employees, and so far he has been successful. His sales team is a self-motivated and highly energetic. Their tactic is simple they motivate their 30 person sales staff with commission and bonuses. The quality and dedication of their employees is what has made this company the success it has become. Joe’s employees attribute their personal success to four main factors, ability, effort, task-difficulty, and luck. By this it can be assumed that they will succeed because they were capable of doing the job, that it their ability attribute. The effort attribute is because they logged the time, and worked hard at reaching their client base. Task-difficulty is easily overcome when the necessary effort is being made. This is how their success was achieved, because they overcame the difficulties. Finally consider luck. Even with ability, effort, task-difficulty they have to attribute a certain amount to luck. Consider time and mood of the individual to coincide with the luck of the employee. Joe’s employees do need to understand the importance of how people form perception and makes attributions. “It is not hard to see how the assumption that high job satisfaction leads to high performance came to be popularly accepted.” (Lawler & Porter 2008) It is equally safe to say that job performance and satisfaction is directly affected by ones personality as well. If one is well in control of their thinking and personality characteristics that will directly control their job performance and satisfaction. An example would be Susan, she has a positive attitude towards her job, but she is an introvert that may affect her work performance. She maybe more laid back and unaggressive in areas that she needs to be more outgoing for her job. That could limit her personal success and also make her dislike her job. Joe believes his telemarketing success is because of his employees. The outgoing, personable employees who take the time to establish a relationship with their customers to keep them coming back. His employees are self-motivated and continue to push to higher accomplishments. They keep a positive attitude towards their work and when things do not go as planned, they adjust and start again. 2. Evaluate which learning theory (either operant conditioning, social learning theory, or the learning theory you researched in week 3) would be most appropriate for Joe to apply in this situation and explain why. Joe should apply operant conditioning theory with his employees. Operant conditioning is explained as, “the term "Operant" refers to how an organism operates on the environment, and hence, operant conditioning comes from how we respond to what is presented to us in our environment. It can be thought of as learning due to the natural consequences of our actions.” (Learning Theory and Behavioral Psychology, 2011) Joe needs to be able to observe the behavior of his employees and the circumstances that affect them. If he changes an external situation to maneuver his employee’s behavior in the manner that is more beneficial, he has successfully utilized the operant conditioning. Teaching employees how to act based on the outcome of a situation. For example, if an employee reaches the desired goal through persistent calling, than encouraging that repeat behavior can duplicate the same desired outcome. Something to consider that is important with operant conditioning is that personal behavior will have consequences. The level and severity of such consequences will determine how well the...

References: Lawler, Edward E. III and Lyman W. Porter. (2008) The Effects of Performance on Job Satisfaction. Industrial Relations: A Journal of Economy and Society. Volume 7, Issue 1
Pp. 20-28, October 1967.
Abbott, Lynda. (2007) Social Learning Theory. Retrieved from

Learning Theory and Behavioral Psychology. (2011) Retrieved from
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