Daugherty Business Solutions, a St. Louis–based technology consulting firm, has cultivated a workplace culture that emphasizes communication, growth, and employee empowerment. Leadership at Daugherty views motivation not as a one-way directive but as a dynamic, two-way process rooted in dialogue and development. This approach aligns with modern organizational communication theory, which emphasizes the importance of feedback loops, transparent messaging, and shared meaning in fostering employee engagement (Robbins & Judge, 2022). By investing in mentorship, internal mobility, and inclusive employee resource groups, Daugherty creates an environment where employees feel heard, valued, and motivated to contribute.
The company’s practices reflect a nuanced understanding of employee needs, closely mirroring Maslow’s Hierarchy. Basic needs are met through competitive compensation and benefits, while psychological and self-actualization needs are addressed through professional development programs and a culture of belonging (PeopleHR, 2024). Daugherty’s DEI initiatives and internal networking groups—such as Women LEAD and the Black Consultants Network—further reinforce a sense of community and purpose. These communication channels not only support individual growth but also strengthen organizational cohesion.
Fairness and equity are central to Daugherty’s internal narrative, though employee reviews suggest some inconsistencies in execution. While many consultants praise the collaborative culture and leadership’s investment in career growth, others cite concerns about favoritism and uneven communication from upper management (Indeed, 2024). This tension highlights the importance of consistent superior-subordinate communication and the perception of procedural justice—key factors in employee satisfaction and retention (Greenberg, 1990). Daugherty’s emphasis on promoting from within and recognizing individual contributions reflects an effort to balance equity with performance-based advancement.
In terms of rewards and consequences, Daugherty leans toward positive reinforcement. Employees are motivated through learning opportunities, autonomy, and recognition, though some note that bonuses and merit increases are modest. The company appears to avoid punitive measures, instead using performance-based reassignment or layoffs when necessary. This approach aligns with Herzberg’s Two-Factor Theory, which distinguishes between hygiene factors (e.g., pay, job security) and motivators (e.g., achievement, recognition) as separate but essential components of job satisfaction (Herzberg, 1968).
Ultimately, Daugherty’s motivational strategy is best explained by a blend of Herzberg’s theory, McClelland’s Needs Theory, and Equity Theory. The firm fosters achievement and affiliation through its consulting model, while striving to maintain fairness and transparency in its communication practices. While not without challenges, Daugherty’s approach demonstrates how thoughtful organizational communication can shape motivation, performance, and culture in a knowledge-driven workplace.
References
Greenberg, J. (1990). Organizational justice: Yesterday, today, and tomorrow. Journal of Management, 16(2), 399–432.
Herzberg, F. (1968). One more time: How do you motivate employees? Harvard Business Review.
Indeed. (2024). Daugherty Business Solutions employee reviews. https://www.indeed.com/cmp/Daugherty-Business-Solutions/reviews
PeopleHR. (2024). Motivational theories in the workplace to improve productivity. https://www.peoplehr.com/en-gb/resources/blog/motivation-theory-in-the-workplace/
Robbins, S. P., & Judge, T. A. (2022). Organizational behavior (19th ed.). Pearson.
Discussion Questions
- How does Daugherty Business Solutions use organizational communication to align individual employee motivations with the company’s goals? In what ways might two-way communication between management and employees enhance motivation within the organization?
- How does Daugherty’s leadership identify and address the basic needs of employees through its communication strategies? How might Maslow’s Hierarchy of Needs influence the way the company prioritizes these needs in its messaging and policies?
- How does Daugherty’s management communicate fairness and equity among employees, particularly in superior-subordinate relationships? What role does transparency in communication play in shaping perceptions of procedural and distributive justice within the organization?
- How does Daugherty utilize communication to reinforce rewards and address performance issues? Which motivation theories (e.g., Herzberg’s Two-Factor Theory, Equity Theory, or McClelland’s Needs Theory) best explain the company’s approach to analyzing and resolving performance problems?