The poor communication between office floor and shop floor is a serious problem in the company.

In details, the company doesnt have a complete system for shop floor employees to reflect their issues to management. The office floor is separated with shop floor; all the request and demand are made simply by the managers. There is no essential interacting between managers and employees, the managers just show the superficial respect to their employees. A Maslows Hierarchy of Needs tells that everyone needs self-esteem and esteem of others, and to feel belongingness and love. Employees are naturally motivated by those incentives to reach their potential (McShane and Steen, 2009: 109). In this case, it is not a good way for managers to assign works to employees without any interaction. This behavior cannot let employees feel they are respected by the managers so they cannot feel belongingness and love. Changing attitude towards employees is a wise choice for office staff. Managers need to pay more attention to their employees and to be patient listening to their ideas. Besides, managers need to hold some activities regularly to let employees get together to feedback problems that exist while they operating the required production schedule. These sessions can also strengthen friendships between managers and employees to improve employees belongingness and love so that they can be more efficient in their work.

The problem is caused by the poor communication skills either for employees or for the managers. Based on effort-to-performance expectancies, one of the Expectancy Theory factors, managers should have required skills and knowledge to increase the

belief that employees are capable of performing the job successfully (McShane and Steen, 2009: 116). The company needs to establish a communication system teaching related skills to the managers to let the employees have the opportunity to participate in management operation and communicating with office staff. In this way, the management could show their respect to employees and make the employees feel belongingness to the company, not just nonessential personnel. If the company could create a good communication channel for both office floor and shop floor, most problems of this case can be avoided and the result may change for the better.

Performance-to-outcome expectancy is another factor of Expectancy Theory, which is a belief that a specific behavior or performance level will lead to particular outcomes. To increase this belief of employees, the organization should measure employees performance accurately and distribute more valued rewards to those with higher job performance (McShane and Steen, 2009: 116). Employees feel that they are not belonging to the company and not respected by the office floor. They are not invited to talk about their issues, and they couldnt get any actual benefits even they achieve a good performance. There is no efficient way to help employees get more attention from management under the poor communication system. Management need to establish a reward system and set up a model who receives higher rewards because of good performance, such as job promotion, to motivate employees work harder and also improve the relationship between management and shop floor. Recommendations

Expectancy Theory of Motivation P-to-O E-to-P Outcome 1 -Employees will feel comfortable to communicate Outcome 2 -Employees will feel more esteem in the company

Effort - Poor Communicatio n -Lack of Esteem

Performance -Information Feedback -Reward System

Outcome 3 -Harmonic work environment will created According to the Expectancy Theory model, to improve E-to-P expectancies needs feedback. As the wrong way of communication between management and shop floor, employees feel less esteem from the others. It becomes an obstacle between the management and employees to build a harmonious work environment. We will recommend office floor staff could provide a regular feedback survey in order to get a comprehensive understanding of the employees. Holding weekly meeting to build interacts with employees to show enough respect to them and to provide them with belongingness. According to P-to-O expectancy, the managers should measure employees performance accurately and distribute valued rewards to those with higher job performance (McShane and Steen, 2009: 116). Assigning the production schedule to the employees and measuring the best performance, then giving them particular rewards, such as money bonus or promotion.