MGMT 340 Week 3 Different Take to Engaging Employees Netflix Case Discussion Homework in Introduction to Organizations. It is a one question homework of di

MGMT 340 Week 3 Different Take to Engaging Employees Netflix Case Discussion Homework in Introduction to Organizations. It is a one question homework of discussion case. The discussion case and the question are attached. Please follow the requirements. More resourses will be provided. WEEK 3 CASE DISCUSSION
A DIFFERENT TAKE TO ENGAGING EMPLOYEES: THE CASE OF NETFLIX
Instructions:
1) Your initial post i.e. your answer to the case question should be made by Thursday,
11:59 pm. It must be at least 100 words. [2.5 points]
2) Your reply post i.e. your response/thoughts to someone else’s post should be made by
Saturday, 11:59 pm. It must be at least 100 words. [2.5 points]
3) No late posts are accepted and if you make the initial post and reply post on the same
day, you lose 1 point in this week’s case discussion.
Evaluation criteria
i. Thoroughness (Did you answer the question?)
ii. Learning (Did you apply learning points from the topics?)
iii. Writing (Was your post and reply free of typos and grammatical errors?)
iv. Professionalism (Was your post respectful to the perspectives of others?).
When the local video rental store fined Reed Hastings $40 for the late return of the movie Apollo
13, they probably could not have guessed that this would initiate the chain reaction that would
result in the demise of video rentals as we knew it. Netflix began its life as a mail-based
subscription video rental company in 1997, which later added the streaming of movies to its
offerings. As of 2014, the company has over 2,000 employees.
Many entrepreneurial companies start out as exciting, challenging, and engaging organizations,
and then, as they grow, they become bureaucratic. This could have happened at Netflix, except
that it already had happened to Mr. Hastings at his first company Pure Software. His past
experiences and reflections about what went wrong seemed to have put Netflix on a unique path,
as he was determined not to repeat his mistakes at Netflix. Starting from its early days, Netflix
had a different take on how to attract and retain top talent. As a case in point, consistent with
motivation principles, Netflix believes in vacations. Yet, the company does not have a formal
vacations policy. Instead, salaried employees can take as many days of vacations as they like (if
employees want to take more than 30 days in a row, it requires a prior conversation with HR).
Instead of tracking the number of hours or days employees are working, the company focuses on
what matters, which is whether the job gets done. Employees have the power to make choices in
areas where choice would be unthinkable in many other companies. For example, employees get
to decide how much of their pay will be cash versus stock. Travel and entertainment expenses
are left to the employee’s discretion. Instead of creating detailed procedures, their policy consists
of telling employees to act in the company’s best interests.
Netflix aims to treat its employees like adults. To make such a system work, a company needs
employees with a very strong work ethic who are able to self-manage. As a result, Netflix puts a
lot of emphasis on how they recruit and select their employees. The company is proud to pay top
of the market salaries to top-notch talent. They offer stock with no vesting period so that
employees do not have to work a certain period of time to fully own their stocks, which allows
them to leave at any time without suffering a financial penalty. The idea is that employees should
be able to leave if they want to. If they choose to stay, this should be because they are challenged
and engaged, and not because they feel like they have to. The company is incredibly selective in
who is hired, and people who are not drawn to the entertainment industry are not a great fit.
After they are hired, Netflix expects consistently very high performance from its employees.
This is not a culture for slackers, and it is not a culture for those who expect external incentives
for specific actions. While the company pays high salaries, there are no bonuses or other
incentives. Many of the perks that are the default in Silicon Valley companies, such as free food
or computer games, are missing at Netflix offices. In fact, former chief talent officer of Netflix,
Patty McCord noted that “satisfaction comes from work, not from the cookies.” While high
performance is expected and employees are held accountable for their performance, the company
eliminated performance appraisal systems, feeling that they were too infrequent to be useful.
Instead, managers are expected to have informal conversations about performance as part of their
regular workflow. They also have an informal 360 system in which colleagues identify and
communicate things their coworkers should stop, start, and continue to do.
Case Question
Which of the approaches discussed in “Workplace Motivation” chapter (job design, incentives
etc.) are being utilized to motivate Netflix employees? What can Netflix further do to improve
employee motivation?

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