Encouraging job that they do. Motivation is concerned with why people do everyone to live by the K-Values throughout the whole business things as well as what drives them to behave In a particular way. Creates a culture of people that have ownership over their own projects understanding what motivates individuals is important in the workplace. Research suggests that motivated employees are These values influence the behavior of individuals within the happier at work.
They get more satisfaction from their work, are workplace, making Kellogg a positive place to work. Employees are absent less often, tend to be more loyal and work with more encouraged to speak positively about each other when apart, focusing enthusiasm. This in turn encourages them to contribute more to on their strengths. This involves listening to others and accepting their the development of an organization. Right to their own views regarding the workplace. This case study focuses on how Kellogg motivates its people.
It The benefits of Kellogg investing in people can best be illustrated illustrates how the use of motivational techniques helps to develop by looking at the work of some of the theorists who have worked the business as a ‘great place to work. On motivation. The remainder of the case study shows how Kellogg commitment to creating a ‘great place to work is The Kellogg Company is the world’s leading producer of breakfast supported by these theories. Cereals. Its products are manufactured in 18 countries and sold in more than 180 countries.
For more than 100 years, Kellogg has been a leader in health and nutrition. It has done this by providing Frederick Taylor consumers with a wide variety of food products. Theories of motivation Within Kellogg, there is a variety of functions and work roles. These include engineering operatives in the manufacturing section. Others Elton Mayo Frederick Herbert Motivation: Attracting a person to do something because he or she wants to do it. Www. Heathenism. Co. UK Values: Set of ethical or operating principles that guide decision making.
GLOSSARY work in finance, marketing, sales, information technology or human Culture: Set of assumptions, beliefs and patterns of behavior that are characteristic of an organization or group of people. Kellogg I Building a better workplace through motivation 65 12:20 Page 2 Mascot Frederick Taylor was associated with what has become known as Masons theory relates motivation to a hierarchy of needs. At the ‘scientific management’. Taylor believed that monetary reward bottom are essential physiological needs such as air, food, shelter as an important motivating factor. Pay could simply be used to and clothing.
As individuals satisfy one level of need, their increase rates of output. Tailor’s view of motivation applies to motivations change as they aspire to reach the higher order people who tend to work within narrow Job confines such as on a needs. Therefore, to motivate an individual Mascot suggests that production line. These are people who can be paid according to it is necessary to know where within the hierarchy each employee the amount of work that they do or units they produce. This is is placed so that these factors can be taken into account. Now as ‘piece work. Masons hierarchy of needs For many people pay is still a prime motivator.
For example, within self Actualization Kellogg many employees are motivated by cash alternatives Esteem Needs which include the opportunity to buy and sell their holiday days. Tailor’s theory Social Needs tasks through the division of labor. This especially applies to Safety Needs production processes within large companies like Kellogg. These Physiological Needs rewards can help to increase productivity and profitability. The danger with this is that individuals are simply focused on output to get rewards so quality might suffer s a result of employees Within Kellogg every employee is motivated to work through rushing to do the Job. ACH of these levels. As they do so, this provides positive effects for each employee and the organization. For example Scientific management is not a process that allows development ; Physiological needs – Kellogg offers competitive salaries. This of people. It limits their ability to take ownership of what they do. Gives people the means to acquire the basic needs for living. Kellogg staff are encouraged to be creative and use their The Kellogg Cornflower flexible benefits programmer allows imagination to contribute towards change. Consequently, Tailor’s employees to choose those benefits that suit them.
This view of monetary reward for output is not appropriate for the includes childcare vouchers, cash alternatives to company cars motivation required for this type of workplace. Competitive salaries help workers pay go further and so motivates them to be loyal to the company. ; Safety needs – Kellogg values the safety of all employees. The company is committed to providing a safe and healthy work environment to prevent accidents. Employees are however accountable – that means they have to take responsibility for observing the health and safety rules and practices. Kellogg also offers employees a range of working patterns.
Some may want to work part-time, others may want career breaks or undertake homework. This helps employees to choose the best option for a healthy work-life balance. ; Social needs – These are associated with a feeling of belonging. Kellogg operates weekly group ‘huddles’. These provide informal opportunities for employees to receive and request information on any part of the business, including sales data and company products. This helps strengthen teams and enhances workers’ sense of belonging. Scientific management: Using logical methods to achieve objectives at the sweet cost.
Monetary reward: Monetary payments and benefits received by employees. Piece work: A payment system where payment is made according, to output I. E. For every ‘piece’ produced. Division of labor: Breaking down a production process or Job into a number of specialized tasks. Homework: Working from home rather than in a traditional work environment such as an office. Work-life balance: Creating conditions for staff that allow work and home commitments to be balanced against Page 3 Having an open approach to communication keeps everybody Kellogg keeps a two-way dialogue with employees through its soused on the company’s aims and objectives.
Kellogg communication programmer. This helps to empower the breakfast clubs and support for swimming promote a healthy workforce. For example, its open-plan lobby area with coffee bar life-style and keep the business active in the community. Accommodates as many as 200 people. It provides an informal ; Esteem needs – Kellogg recognizes that all employees venue for briefings and presentations. The WOK Kellogg Values should feel that they contribute to the achievements of the Awards programmer provides special recognition for what business.
Feedback from appraisals helps to assess how far employees do and rewards them for how they perform. Individuals contribute to the company’s K-Values. They include values such as being positive, seeing the best in people and recognizing diversity. Kellogg positively recognizes and We believe that our employees have some of the best ideas and that rewards staff achievements. A successful company is one that listens to the grass roots feedback ; Self-actualization – Kellogg provides employees with the opportunity to take on challenging and stimulating and acts on it.
Any employee can raise an issue or a suggestion via their rep who will raise it at one of their monthly meetings. (Sue Plat, HER Director) responsibilities. For example, the business provides the opportunity for individuals to take ownership of projects. This enables them to develop and improve. The Kellogg suggestion box scheme helps to generate ideas and improve productivity. Kellogg has an initiative called ‘Snap, Crackle and Save’ – an employee suggestion scheme to save Laura Bryant Joined Kellogg straight after university in 2002. She Joined the Field Sales team initially.
This involved visiting five to ten supermarkets a day to develop relationships at a local level. After two years her hard work was rewarded and she as promoted to Customer Marketing Manager at Head Office. This helped to raise her profile as she wanted to move into marketing. With support from her manager, Laura made the transition from Sales to Marketing as Assistant Brand Manager on Rice Crispier and Frostiest. In 2009 she was promoted again to costs within the supply chain. Hundreds of ideas have been put forward over the last couple of years.
One idea suggested that the same thickness of cardboard could be used for packaging in all manufacturing plants in Europe. This saved around IEEE,OHO per year. Kellogg also shows its commitment to making its business a great place to work. It provides personal development planning for employees which includes provisions such as condiments and study leave as part of staff development. This reinforces staff commitment and their sense of being treated well. Brand Manager for Kellogg Cornflakes. The company has helped motivate her to climb the hierarchy of needs and achieve her career ambitions.
Mayo Elton Mayo was the founder of the Human Relations Movement. His experiments were conducted at the Hawthorne plant in the USA during the sass. His work showed that taking an interest in and caring for employees can have a positive effect on employee motivation and productivity. He showed that employees were best motivated if they worked in teams. They were also motivated if managers communicated and consulted with them more and Appraisals: A process to assess the performance of an employee, often based upon comparing outcomes with targets.
Empower: To give formal and informal authority to employees so that they feel in control of their own work. Took a greater interest in their views and wellbeing. Supply chain: Sequence of linked transactions that carries a product from its origins as raw materials or components to its receipt by the final consumer. 67 Page 4 www. Kellogg. O. UK Herbert Claire Ductwork works in the Consumer Insight team at Herbert felt that satisfied employees would be productive Kellogg. She takes part in Latin American ballroom employees.
Herrings theory is sometimes called the two-factor dancing competitively with her partner. They are ranked theory. These factors are hygiene factors and motivators. Hygiene 7th in England in the over-35 category. Flexible working at factors are often referred to as ‘dissatisfies’. These are Kellogg enables her to travel to events and provides her elements in the workplace that could make employees unhappy, tit the opportunity to pursue her hobby at a serious such as excessive company bureaucracy or an autocratic level.
