Efficiency of Motivation and Reward System of the Organization through Public Relation Seminars to Enhance the Productivity Level of the Members - Motivation Essay Example

Introduction

According to behavioral psychology, motivation pays a vital role in developing an individual’s productivity level - Efficiency of Motivation and Reward System of the Organization through Public Relation Seminars to Enhance the Productivity Level of the Members introduction.  Consequently, through reward system as a motivation strategy, studies have shown that the performance of an employee increases due to the “expectancy level” brought upon by the verity of the ‘reward’.  This research will help the members of the organization get a glimpse on the kinds of reward system which is efficient and will prove the feasibility of such.  Hence the commencing the reward system’s ability to be proficient in a manner where the members shall be given seminars which will serve as their vanguard in fulfilling their “expectations” while the management of the company shall deal with the corresponding rewards of such performance. Perceivably, with the aide of a successful seminar to be inculcated among the members, it will serve as the basis as to how they shall harness their ability in the field of public relation with the use of the theories learnt on the period of the seminar.  The employees are to be expected to raise their productivity level not only for the benefit of their own but also as a contribution to the towering success of the company.  In the light, how they are able to execute the theories into practice shall serve as the evaluating factors to have a final connotation that the method used by the management is efficient or otherwise.

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Background

 

Public relations are essential to every business outfit. Edward Bernays, father of modern public relations, defines it as a “management function, which tabulates public attitudes, defines the policies, procedures and interest of an organization followed by executing a program of action to earn public understanding and acceptance” (cited in Wikimedia Foundation, Inc. 2007). Hence, businesses need public relations to help their companies gain a better understanding of their target markets. It is also a necessary business tool that ensures good relationships between the corporation and its employees and between the corporation and its public. At present, the importance of public relations in the business world is widely recognized. Most companies have integrated a public relations department in their organization. Others hire public relations firms to manage their accounts. Even the advertising industry, which once saw public relations as an unwanted competitor, has gradually embraced it into their own system (Harlow 1945, 552).

Malcolm Gladwell (2000), in his bestselling book The Tipping Point, talks about a magic moment where in a certain trend, product, or situation changes or tips radically such that it becomes a hit overnight or dramatically swerves towards the opposite direction. Following his discussion of the tipping point is what he calls the word of mouth epidemic. Both go hand in hand in spelling the success of either organizations or individuals. In a way, the burden of public relations is to help bring about this tipping point by the power of the word of mouth epidemic.

Given the gaining recognition of public relations in the business arena, this paper will delve deeply into the industry so as to obtain knowledge about the workings of the industry. Moreover, an analysis of the hows and whys of the industry will be discussed.

Mullins (2002) stated that the motivation of service personnel is a critical component and key issue of strategic human resource management. Written literature indicates that organizations, with strategic approach to “motivation management” significantly, improve their competitiveness. Mullins (2002) also states that powerful forces that can maximize productivity, boost employee enthusiasm and foster a positive culture are key aspects of successful management systems. In delivering services, employees of a hospitality firm directly contact their customers which then affect their attitude towards their job and their role in the company significantly, being reflected on the satisfaction customers experience with regard to the quality of their services.

Several issues negatively affect motivation. These changes are said to occur with the introduction of amendments to existing procedures or radical operational improvement together with the introduction of hard or soft solutions. According to Senior (1997), these events somehow cause the resistance and denial of the staff members which according to Mullins (2002), is natural for people who experience changes. It is because of these that HR managers should develop initiatives that could positively affect their employees’ motivation.

This paper then suggests looking into the impact of these incremental change initiatives upon the motivation of service employees of a hospitality firm. There are two reasons why this topic has been chosen for this research.  Firstly, hospitality industry is stated (Kotler et al., 2003) to be very volatile and requires the introduction of continuous change initiatives. At the same time, the motivation of service employees in hospitality industry is critical determinant of the performance and service quality. Customer satisfaction is essential in the development of the companies. Numerous studies have been made that employees are the greatest assets of a certain company. In the same manner, employee satisfaction plays a very important role in the development of the company just as customer satisfaction does. Employees are the so-called internal customers of the business that they must be able to satisfy the current working environment. Likewise, the employees should cooperate in achieving the business goals for the period. The following are the factors that contribute to the satisfaction employees experience: general satisfaction, management satisfaction, their colleagues, other working group satisfaction, job satisfaction, the work environment, and finally, salary satisfaction.

 

This research will contribute to the further development of academic knowledge regarding the impact of change related factors on motivation. The issue is highly complex and strongly depends on the role of environmental factors. The findings of this research could be used in future studies to support findings. The study expects that the research findings will indicate the strong positive relationship between incremental change initiatives and motivation.

It is because this that public relations are becoming so important for the companies who would want to ensure the efficiency of their services. It is in line with this that most businesses make use of public relations in marketing situations to be able to influence their customers’ decisions. At the same time, recent trend also involves the use of such strategies in motivating their employees that is also vital to the efficiency and success of the business.

Objectives

This paper aims to determine the kind of forecasting method of the reward system which is to be imposed as well as with the communication strategies which are to be taught to the members of the organization that will serve as their vanguard in lifting their performance altitude.

It also aims to clarify the efficiency of the seminars which are to be implemented within the organization and to gather the necessary feedbacks of the members for assessment and analysis.

 

 

 

Terms of Reference

Monitoring and Evaluation

The management will impose an assessment through the previous evaluations made in the activities of the organization and monitor the efficiency of the present system and assess which are to be eradicated or those which are to be sustained.

 

Scope of research

The scope of this research will only revolve around the employees of the company and the facts to be monitored, assessed and to be evaluated will not include other pertinent documents apart from that undertaken in the seminar.

 

Data gathering

Survey and interview methods shall be used to come up with the advantages and the disadvantages of the proposal.  Thus, it will not undermine the average population of the organization and proper sampling shall be utilized.

 

 
LITERATURE REVIEW

Motivation is a general term applying to the entire class of drives, desires, needs, wishes and similar forces. According to Mullins (2002) motivation is a process that starts with a physiological or psychological deficiency or need that activates behaviour or a drive that is aimed at a goal or incentive. Miller (1966 cited in Weiner, 1992) defines motivation as “The study of all of those pushes and prods – biological, social and psychological – that defeat our laziness and move us either eagerly or reluctantly into action”.

Motivation, as defined by Geen (1995) is an internal direction or persistence of a person’s behaviour in achieving a particular task or duty. In addition to this, motivation is a temporary state of a person and should not be taken hand in hand with emotion directly or with personality. Generally speaking, motivation is being able to have the desired or the willingness that is necessary in order to do something. A very motivated individual has the potential to reach a goal or an objective. Motivation can be brought about by certain factors and will be comprehensive explained in the following sections of this paper. Moreover, in order to gain a better understanding of motivation, certain concepts attached to motivation will be explained namely rewards and incentives, intrinsic and extrinsic motivation, punishment, aggression, stress, secondary goals, coercion and self-control. The first concept is rewards and incentives.

A reward is a motivational concept that essentially means being able to provide a certain gift or incentive to an individual as acknowledgement for some sort of positive behaviour and in addition to this the intent to encourage it to be repeated. It should be noted that reward should not be thought as parallel to the term reinforcer but rather is a totally different concept. Currently there are two forms of rewards and that is intrinsic and extrinsic rewards. Strictly speaking, extrinsic rewards are derived from an external source or rather originates from an external source that affects the person. This can be of any form or nature, such as money, praise, worship or idolism. On the other hand, an intrinsic reward solely originates within the person or the individual being motivated. Take for instance the desire of that individual to satisfy his/her ideals by achieving the goals of the organization or a sense of accomplishment.

This kind of knowledge can be used to further the effectiveness of a certain individual. A considerable amount of companies combine both intrinsic and extrinsic motivational concepts in their programmes in order to encourage their employees to achieve the company goals and objectives. The goal of the organization was to further achieve the highest level of motivation among the workforce. Because of this kind of mixture, further research has been spawned by the efforts of companies to maximize these motivational concepts. It is believed that there are two forms of intrinsic motivation – the first based on enjoyment and the other form of motivation is the one based on obligation. Because of this, it is believed that obligation is often referred to what a person sees should be done and how it should be done. Take for example a sense of duty and responsibility of an employee with regards to finishing his/her work would be deemed as separate from what can identify as fun or desire.

In addition to what was explained above, a person can be identified as intrinsically motivated when that individual participates on an activity because of the sake of being involved in this activity and not because of some external incentive that is present. One such activity that is evident is that of employees participating in teambuilding activities because of its own sake and not because it is required or there is some external motivating factor to it. This kind of motivation has been researched on through and through by social researchers all the way from the mid 20th century and because of this they have found that there is an existing association with high employee achievement with respect to enjoyment by employees.

 

Punishment as a motivational concept

The motivational concept is identified as punishment. Punishment essentially is an unfavourable kind of motivation where a particular scenario is introduced into the environment in order to get rid of undesirable behaviour within the workplace. The level of punishment being accorded to people is sometimes attributed to the levels of behaviour modification and improvement. The resulting deeds created by punishment will most certainly de-motivate the repetitiveness of such actions.

Aggression as a motivational concept

Aggression is very rampant in its utilization in the civil service particularly in the military where military units are focused on maintaining law and order. This kind of order is often attributed to superiors being highly aggressive and strict to their constituents in order to achieve organizational goals and objectives.

Stress as a motivational concept

Although initially odd, stress is considered as a motivational concept as well. It can be likened to reverse psychology. When people are under a considerable amount of distress and are under very difficult situations, a person feels pressured to either achieve the goal or break under the said pressure. The resulting amount of motivation under such loads of stress may further motivate a person in order to work harder in order to “recompense” for his/her emotional distress.
The next motivational concept of secondary goals

This is described in such social working models like the one created by social researcher Abraham Maslow in his renowned hierarchy of needs. A very clear and simple differentiation can also be attributed between direct and indirect motivation. When taken into focus, direct motivation is the term attributed to certain actions that pleases the need of an individual but on the other hand, indirect motivation is the term attributed to the action that satisfies an intermediate goal, which can in turn lead to the contentment of a necessary element.

The motivational concept of coercion

The most rampant form of driving force is coercion, where the avoidance of pain or other negative consequences has an immediate effect. When such coercion is permanent, it is considered slavery. This kind of motivational force is detriment to an organisation.

The motivational concept of self control

The self-control of motivation is all the time more being taken as a sub subject of emotional intelligence. Take for instance a case where there is a considerably intelligent person but on the other hand would not want to contribute or focus his/her intelligence to certain tasks that may benefit from such intelligence.

Aside from motivating employees through the aforementioned motivational concepts, the development of a rewards system could also positively affect the performance of most employees. Rewards are said to be a very important catalyst in improving performance and for the betterment of productivity. However, studies warn that a very successful rewards system must not be considered as a substitute or good management. Instead, it must only remain a vital part of management. Likewise, employers must take into consideration the different criteria that exist for their rewards system to be effective. Accel-Team (2007) cites the following criteria which employers must consider in developing their rewards system: rewards should be quick, significant, known, understandable and attainable. The rewards should also be distinctly and directly related to performance, irrevocable and compatible with job measurement. Thus, motivational efforts and the rewards system should be properly explained to the employees. It is through this that they shall be properly informed of the company’s policies and regulations.

Clearly, communication plays a very important role in the development of rewards system as well as in ensuring that the employees of a certain organization to make sure that their levels of productivity increase. Communication, being an essential aspect of public relations is essential in relationship management. According to the book Public Relations as Relationship Management: A Relational Approach to the Study and Practice of Public Relations, edited by Ledingham and Bruning (2000), the paradigm developed that deals with relationship management is essential to public relations- what it is, what is does or should do, its function and value within the organization as well as the greater society. In the same manner, this paradigm looks into the benefits that sponsoring organizations receive. This particular approach also gives importance to the parameters of relationship management that include the following: (1) adaptation, (2) assuring legitimacy, (3) asymmetry, (4) being constructive, (5) being open, (6) commitment, (7) cooperation, (8) creating win-win situations, (9) credibility, (10) efficiency [synergy], (11) interdependence/power imbalance, (12) intimacy, (13) investment, (14) legitimacy [justification], (15) mutual goals, (16) necessity [legal requirements], (17) networking – common friends, (18) passion, (19) performance satisfaction, (20) reciprocity [cooperation], (21) shared technology, (22) sharing tasks, (23) social bonds, (24) stability [the need to avoid unwanted changes], (25) structural bonds, (26) trust, (27) understanding, (28) openness, (29) involvement, and (30) investment (in Mackey, 2003, p.4).

The absence of either one of these parameters could destroy the relationship, as Broom, Casey and Ritchey (2000) mentions. Aside from this, public relations as a discipline, looks into reputation, it also aims to earn understanding and support together with its influence over opinion and behaviour. At the same time, public relations is said to be the planned and sustained effort in establishing and maintaining goodwill and mutual understanding between a certain organization and the public (UK Institute of Public Relations, 2002).

Heath (2001) in his Handbook of Public Relations incorporates the rhetorical theory onto the perspective he developed that gives light to how people should understand public relations. The book is said to give importance to the commitment to rhetorical dialogue that significantly influences the conclusions one arrive at as well as their actions. It is through statement and counterstatement that people from a certain organization could put their views of reality, value, and choices that are relevant to products, services and public policies to the test (p.31).

In the same manner, public relations is said to affect community interests, change and empowerment. It is because of this that recent theories delve into the alternative politics of public relations. According to Holtzhausen (2000), an advocate of the post modern perspective on public relations, management thinking within major organizations should be critiqued by people in public relations to challenge ideas that dominate the organization. It is through this that one would be able to successfully overlook the diversity of views and perspectives that exist in the condition of the society nowadays. These post modern theories play a very big role in insisting on the practitioners of public relations to acknowledge the political nature of their activities. In the same manner, these theories open their eyes to the power relations that exist in everyday lives. After all, public relations concern change or resistance to change and these are all manifested in the everyday use of organizational language and symbolisms which are then influenced by the cultural and social environment of a certain organization (Holtzhausen, 2000, p.31).

Lastly, public relations should also take on a big responsibility in creating opportunities for dissent, for allowing debates without obliging the members of the organizations to come up with a compromise, and of course, to allow change in a certain company (Holtzhausen, 2000, p.111). True enough, public relations could do so much in influencing the internal communication strategies that happen inside the different organizations. Like what Holtzhausen has mentioned (2000), it creates opportunities for change. It is through this that the different employees could influence their management to come up with programs that could truly motivate them in striving hard for the company, thus increasing their productivity.  In the same manner, the creation and establishment of long-term relationships would be essential to the company that could also lead to the increase in productivity and employee satisfaction of a certain organization. Undoubtedly, relationship management could only be strengthened through activities that are related with public relations that could include programs and activities such as seminars.

There are three strategies that companies apply in their marketing plans to make sure that they attract customers. The use of public relation strategies and functions could also be applied in respect to the employees to ensure that they are motivated well enough to serve the company efficiently. The different strategies applied to both marketing plans (which could also be applied to the employees are the following: push strategy wherein promotional efforts are directed towards the customers. The push strategy could also be used towards employees through the direction of promotional efforts which could be essential to their motivation (Public Relations Forum, 2007).

The pull strategy on the other hand, involves promotional activities so that the users would demand for these products, thereby pulling the product through the distribution channel. This strategy could also be applied to the different employees so that they could respond effectively to the needs of their company (Public Relations Forum, 2007).

Lastly, the pass strategy involves the prohibition of certain factors from actually influencing both the customers and the employees (Public Relations Forum, 2007).

 

 
METHOD

Hypothesis

This research will determine the efficiency of the seminar harnessing the public relation skills of the members of the organization with the objective of harnessing their skills and productivity level through motivation and reward system.

Public relations, taking the form of seminars, assessments and feedbacks could significantly affect the productivity of the employees in generating more income for their companies, and at the same time, increase their productivity.

 

Research Design

This research shall be qualitative in nature. According to Fay (1996), qualitative researchers attempt to accurately describe, decode and interpret the precise meanings of a certain phenomenon to a person or group of people. The research will also be based on the interpretative paradigm. According to Saunders et al. (2003) interpretive research is a broader term than qualitative research and it encompasses all other approaches based on participant observation such as ethnographic, qualitative, phenomenological, constructivist, and case studies. Second, interpretive research does not carry with it the false connotation of excluding the use of quantitative measures. The focus lies at the different constructions and meanings people place upon their own experiences and the reasons for those differences.

The researcher shall use three tests focused in one group. These shall include surveys, focus group discussions and interviews that are essential in gaining necessary data. The focus group discussion of qualitative analysis was utilized, offering the proponent the opportunity to follow up and clarify certain facets of the research to the researchers and to the peers of the research group. It also permitted the members of the focus group to express his/her feelings, opinions and concerns. Following this, the focus group discussions created were documented and thematically analyzed.

In order to effectively evaluate the research hypothesis and meet the objectives of the study, this study will employ two qualitative research methods – the focus group discussion and interview method of research. Qualitative research in itself makes for an in-depth evaluation and analysis of human dynamics and the kind of reasons that motivate such behaviour and the reasons that revolve around such behaviour to spur out in the first place. As compared to quantitative research, the qualitative method of analysis relies on the fundamental reasons behind the reactions of people when external factors are applied to a given situation. Simply put, it investigates the why and how of decision making, relative to what is being identified by the quantitative method of analysis – what, where, and when (Denzin & Lincoln 2000). For this reason, qualitative research only requires a relatively small group as compared to the relatively large yet most of if not all of the time are random samples. Qualitative research also identifies and sorts data into relevant and helpful patterns as the foundation for organization and the basis for reporting the kind of results for data.

This research will make use of focus group discussions of employees and management personnel utilizing motivational concepts and initiatives. These thematic analyses will then enable the research group to answer essential questions such as: What is being addressed; How it is being addressed; by whom; what are the strengths of the system; and conversely, What are the weaknesses of the current system? These questions can be answered by effectively utilizing a focus group discussion. However, in order to acquire in-depth information of the participants themselves, another more probing tool for qualitative research should be used the interview research tool.

An interview essentially is a structured social interaction happening with a researcher and a subject that has been evaluated to contain vital information relevant to the research. The objective is to obtain quantifiable and analogous information that would prove or disprove the study being hypothesized (Becker 1996). With this, the researcher aims to gather information that cannot be acquired from the interviewees by means of focus group discussions. In addition, the study aims to confirm and validate the results of the focus group discussion by utilizing the interview qualitative research tool. Essentially, in any study it is important and highly critical to validate the results of a particular research tool by using another research tool to confirm the results of the first research tool used for the study.

 

Sampling

The researcher shall use simple random sampling to obtain the 50 participants needed for the focus group discussions, surveys and interviews. One of the advantages of performing simple random sampling is that it gives each member an equal chance of being included in a particular study. One way of doing this particular sampling is to give each member of the population a specific number. The researcher then draws numbers to select the sample they need. The use of simple random sampling can be advantageous to the researcher as this is ideal for statistical purposes. However, it seems like disadvantages outnumber the said advantage as this particular sampling method is hard to achieve in practice, requires an accurate list of the whole population, and lastly, expensive to conduct as the members of the population may be scattered over a wide area.

Data Analysis

The data gathered from the respondent shall be analyzed, interpreted and evaluated.  It shall then be associated with scholarly studies to be able to achieve the precise state of information needed for the completion of this research.  Further, to be of benefit to future researches tackling related topic.

 
RESULTS

Demographics

Fifty (50) respondents accomplished the survey conducted to look into the efficiency of motivation and rewards system of a certain organization through Public Relation Seminars in enhancing the productivity level of an organization’s members. Of the fifty participants, six are from the age bracket 20-29 which accounts for 12% of the participants. Twenty participants or 40% comes from the age bracket 30-39. Also, 12 respondents or 24% are between the ages of 40-49. Sixteen percent of these respondents or 8 out 50 fall under the age bracket 50-59 while the remaining 4 respondents or 8% are aged 60 and above.

 

Figure 1. Age of Participants
Of these 50 respondents, 35 are male (70%) and only 15 (30%) are female.

 

Figure 2: Gender of Participants

 

The study also looked into the number of years that these participants have been working in the company. The demographics show that 25 of these respondents (50%) have been working in their company for 5 years or less, 20 (40%) for 6-10 years, 5 (10%) for 11-15 years and none have stayed in a certain company for more than 15 years.

 

Figure 3: the number of years participants are working in their company

 

Results of the Survey

 

The fifty respondents, who were all part of the management team were asked how they communicate with the members of their staff. The interview showed that 28% or 14 out of 50 respondents communicate with the members of their staff through motivational tools. However, 32% or 16 out of 50 respondents believe that communication mediums such as seminars are more efficient in communicating with the members of their staff. It is for this reason that they give more importance to these rather than the different motivational tools. However, 20 out of 50 respondents or 40% combine both communication mediums and motivational tools in communicating with the members of their staff.

Figure 4: How management personnel communicate with their staff

 

Aside from this, the interview also looked into the means that management personnel use in motivating the members of their staff. According to the results of the interview, 20 of the respondents or 40% make use of intrinsic tools in motivating the members of their staff, the other 40% of these respondents; on the other hand use extrinsic tools. 10% of these respondents (5 out of 50) make use of aggression in motivating their staff while the remaining 10% make use of punishments.

 

Figure 5: The Means by which management personnel motivate their staff

The interview also looked into the way employers communicate with their employees regarding administrative matters. Of the 50 respondents, 24% use motivational tools, 46% use communication mediums and only 30% use them combined.

 

Figure 6. How they communicate with employees regarding administrative matters

 

For the participants of the interview, 43 out of 50 or 85% see these motivational tools as effective whilst only 2 or 4% say that these are not effective. On the other hand, 5 (10%) of these participants say that these motivational tools need more research in order to see their efficiency in a particular organization. Although they had indicated that these tools are used as a being able to deliver information, they believe that there are three components (accessibility, interactivity, and capacity to deliver both the motivational message and the message itself) are the main add-ons to these tools and are the main reasons why they utilize these tools as a means of communicating with the employees.

 

Figure 7: Effectiveness of Motivational Tools

 

46 out of 50 respondents or 92% think that their employees would respond to communication tools with motivating aspects attached to it. Although the management personnel did not specify whether the employees where enthusiastic or not with respect to using such motivational initiatives, they did however indicate that the employees were open to the idea and from previous initiatives, the response was quite receptive in terms that there was a visible sign of improvement with respect to the achievement of the objectives. On the other hand, only 8% or 4 out of 50 do not think that employees would respond to these communication tools.

Figure 8. Employees’ response to communication tools

 

As for the readiness of their employees to respond to these mediums of communication as a part of their daily routine, 92% say that their employees are indeed ready in incorporating these mediums in their day-to-day activities. On the other hand, only 8% believe that the members of their staff are not ready to use these communication tools. In the same manner, 86% of the respondents belief in the effectiveness of this set up, as compared to the 14% who don’t. The reason behind the respondents’ belief in the effectiveness of the set-up as well as the readiness of their employees in using this communication tools is how their employees take these initiatives. Based on the results, 92% say that their employees take these initiatives positively whilst 8% take them negatively.

The interview also revealed that all the respondents of the survey encourage their employees in using motivational initiatives as tools for organizational development. According to these respondents, they encourage the use of these motivational initiatives in encouraging their employees to work better and faster and most importantly, to maintain organizational cohesiveness. But only 90% of them teach their employees about these motivational initiatives. Some of them (86%) even observe limitations with regard to these tools. Generally, the interview conducted from these 50 respondents reveal the effectiveness of public relations, communication strategies specifically in enhancing the productivity of its staff members. The interviewees also share the same opinion.

The respondents all recognize the importance of public relations in increasing the productivity of their employees through forging long lasting relationships not just between the management personnel and the staff members but also of the employees and the customers. In the same manner, they also recognize the importance of the different forms of public relations in strengthening the relationship with their stockholders. The management personnel who served as subjects for this particular study also gives importance to public relations in initiating change within the company which also positively affects the productivity of the members of an organization. Finally, the results of the study reveal the importance of public relations in developing motivational and rewards systems that are essential in ensuring that employees perform in the best way possible.
SUMMARY, FINDINGS, CONCLUSION AND RECOMMENDATIONS

Summary

In summary, this study shows the importance of public relations to organizations in forging long lasting relationships. In the same way, this study also recognizes the importance of the aforementioned in developing motivational and rewards systems that are also essential in enhancing the productivity of the members. This is because the public relations industry itself recognizes the value of maintaining good relationships between companies and its employees and between companies and its public. Good relationships are necessary to gain the trust of both the company’s employees as well as its public. In a world were people are saturated with all sorts of marketing information, trust has become the necessary competitive edge that would make a company rise from above the clutter of other competitors. The goal of public relations then is to establish relationships.

 

Findings

The findings of this study include the following:

Most of the management personnel who served as the respondents for this study combine motivational tools and communication mediums in communicating with the members of their staff.
The interview also reveals that majority of the respondents use both intrinsic and extrinsic tools in motivating the members of their staff.

In communicating with employees that concern administrative matters, the respondents would rather use communication mediums rather than motivational tools or combining both.
In line with this, most of the participants see all these motivational tools as effective.

Employees are most likely to respond to communication tools with motivating aspects attached to it.
Employees readily use mediums of communication as a part of their daily routine\
Most respondents believe in the effectiveness of this particular set up in a certain organization.
Most employees respond positively to the motivational initiatives.

All the members of the management personnel encourage the use of motivational initiatives as a tool for organizational improvement.
Members of the management personnel all teach the members of their department the concepts with regard about motivational initiatives.

However, majority of the respondents have observed limitations on these motivational initiatives.
Generally, public relations, especially communication strategies are effective in encouraging employees in increasing their productivity.

Conclusion

In conclusion, one could say that public relations is a very important and powerful tool for most organizations. This is efficient in the development of communication strategies, development and rewards systems that are all essential in motivating the members of their organization to work in the best way possible. Likewise, organizations that make use of public relations are guaranteed of their employees’ satisfaction that in turn contributes so much to customer satisfaction. These two concepts are essential in increasing the profits of organizations.

The research is also concluded in the light of theories that regard public relations as relationship management. It proves its function and value within an organizational structure as well as a greater society, taking into consideration the parameters of these relationships which include: (1) adaptation, (2) assuring legitimacy, (3) asymmetry, (4) being constructive, (5) being open, (6) commitment, (7) cooperation, (8) creating win-win situations, (9) credibility, (10) efficiency [synergy], (11) interdependence/power imbalance, (12) intimacy, (13) investment, (14) legitimacy [justification], (15) mutual goals, (16) necessity [legal requirements], (17) networking – common friends, (18) passion, (19) performance satisfaction, (20) reciprocity [cooperation], (21) shared technology, (22) sharing tasks, (23) social bonds, (24) stability [the need to avoid unwanted changes], (25) structural bonds, (26) trust, (27) understanding, (28) openness, (29) involvement, and (30) investment (in Mackey, 2003, p.4).

Recommendations

For future researchers, the author of this study recommends focusing on the employees rather than the management personnel. It is in doing so that future research would give more importance to the views and opinions of the members of the staff with regard to the development of motivational and rewards systems. In the same manner, future researchers shall be able to look into the efficiency of public relations, specifically seminars in motivating the employees to work in the best way possible.

The author also recommends a case study of different companies; one wherein motivational tools are being used while the other one disregarding the importance of the said tools. It is through this that future researchers could look into how these concepts affect the efficiency and motivation of most employees.

In the same manner, public relations is said to affect community interests, change and empowerment. It is because of this that recent theories delve into the alternative politics of public relations. According to Holtzhausen (2000), an advocate of the post modern perspective on public relations, management thinking within major organizations should be critiqued by people in public relations to challenge ideas that dominate the organization. It is through this that one would be able to successfully overlook the diversity of views and perspectives that exist in the condition of the society nowadays. These post modern theories play a very big role in insisting on the practitioners of public relations to acknowledge the political nature of their activities. In the same manner, these theories open their eyes to the power relations that exist in everyday lives. After all, public relations concern change or resistance to change and these are all manifested in the everyday use of organizational language and symbolisms which are then influenced by the cultural and social environment of a certain organization (Holtzhausen, 2000, p.31).

Lastly, public relations should also take on a big responsibility in creating opportunities for dissent, for allowing debates without obliging the members of the organizations to come up with a compromise, and of course, to allow change in a certain company (Holtzhausen, 2000, p.111). True enough, public relations could do so much in influencing the internal communication strategies that happen inside the different organizations. Like what Holtzhausen has mentioned (2000), it creates opportunities for change. It is through this that the different employees could influence their management to come up with programs that could truly motivate them in striving hard for the company, thus increasing their productivity.  In the same manner, the creation and establishment of long-term relationships would be essential to the company that could also lead to the increase in productivity and employee satisfaction of a certain organization. Undoubtedly, relationship management could only be strengthened through activities that are related with public relations that could include programs and activities such as seminars.

 

REFERENCES

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