The motive procedure behind the direction squad of XXXX consists of the well-thought-of theories of Abraham Maslow and Fredrick Herzberg. Using Maslow’s hierarchy of demands and Herzberg’s motivation-hygiene guess. this company compounds the necessity to promote effectual productiveness of its employees to supply efficient service to consumers. Harmonizing to Keogh ( 2003 ) .
Motivation is one of the most laden nouns in the English linguistic communication. It has intrinsic negative. every bit good as positive. intension and its trigger is different for each person. In a corporate context. well-motivated employees can heighten a company. Those with hapless motive can bring forth serious workplace jobs. ( p. 16 )
The intent of this assignment is to analyze how XXXX draws upon the success of its employees by actuating them to execute good through the application of Maslow and Herzberg’s motivational theories and the inside informations involved in the procedure.
This new construct of the XXXX thrust through installing procedure has met with an incredible response from the populace. The figure of units installed since the start of concern far exceeds the jutting Numberss. Management and employees are pleased with shop public presentation and direction is traveling to supply the employees with a production fillip that will honor the employees for all of their difficult work.
The employees need wagess because they have been working long hours and passing much clip off from their households in the procedure of opening the new shops. The first wages they will have relates to Maslow’s hierarchy of demands. The employees feel rewarded with a high sum of self-pride and a feeling of achievement for a occupation good done. This besides ties in with self-actualization as the employees have endured the many adversities of opening a new concern. Both of these demands are portion of Maslow’s higher order demand because they encompass more that merely basic endurance.
The following portion of the wages procedure for the employees involves the Motivation-Hygiene theory from Frederick Herzberg. The facets covered here are hygiene-factors. These factors encompass the company policy. supervising. working conditions and wage. The employees. holding trade name new shops in which to work are happy with the on the job conditions. The direction. from the start. wanted to do certain that employees are happy with their occupations. so direction provides fillips in wage to the employees for all of their difficult work. With all of this difficult work. the employees feel they have a sense of occupation security because gross revenues from the sunshine-roof installings have been better than projected.
Maslow’s Hierarchy of Needs provinces that people find motive by holding demands satisfied ( Piselo. 2003. p. 49 ) . Certain basic demands must foremost be addressed. such as nutrient. shelter and vesture. However. other desires emerge one time persons fill these demands. Higher demands on the pyramid developed by Maslow are love. self-esteem and eventually. self-actualization.
XXXX provides its employees with the agencies to supply nutrient. shelter. and vesture for themselves and their households. However. the company seeks to supply more than merely basic demands for its employees. As Maslow’s Hierarchy of Needs demonstrates. once these lower demands are fulfilled. higher needs become manifest. Sunroofs-R-Us seeks to carry through the higher demands of its employees.
Specifically. each employee completes an attitude study. This study asks the employee which part of the occupation and the attach toing wages bundle are most motivational to the employee. Second. the appraisal asks employees if they feel the company meets single demands. This organisation conducts this study at the employee’s annually reappraisal to supply direction with the necessary information to go on to fulfill each employee’s necessities.
After completion of the study. direction determines the general desires of the work force. Since the employees of XXXX are largely comprised of labour workers. there is non much diverseness in the demands of the employees ( Coles. 2001. p. 3 ) . For illustration. most workers prefer more money or more leisure clip. Consequently. the company created a fillip system based on productiveness wherein each employee has the chance to gain a higher income or more holiday yearss. This allows each employee to pass the extra clip or money with their households. thereby paving the manner for the fulfilment of the higher demands of love and self-pride. This leads the manner for the person to make the concluding degree of self-actualization. the highest degree on Maslow’s Hierarchy of Needs.
Frederick Herzberg’s theory of Motivation-Hygiene is apparently simple. Herzberg breaks his theory into two parts. The hygiene factors include work conditions. interpersonal relationships. and supervising. These factors affect the employees extrinsically. which causes dissatisfaction within their occupation. The 2nd portion of the Motivation-hygiene theory is the motivational factors like accomplishment. acknowledgment. and duty. These factors affect the employee per se exciting occupation satisfaction. For there to be occupation satisfaction. the incentives must out weigh the hygiene factors. In add-on. when no factors are present. direction will non accomplish satisfaction or dissatisfaction.
Now that we know what Frederick Herzberg’s theory of Motivation-Hygiene is. we can discourse how it applies to XXXX employees. Management at XXXX understands that hygiene factors can potentially do dissatisfaction among their employees. which in bend can take to the loss of productiveness and profitableness. Therefore. they gave their employees Herzberg’s theory appraisal. With these consequences. the company is able to supply competitory wage and fillips that can actuate employees to work harder XXXX believes that honoring difficult working employees satisfies the actuating factor of occupation security. The company confirms this with wage inducements. Furthermore. Management realizes that work conditions could play an built-in portion of their concern success. non merely for their employees. but for their clients as good. In add-on to the trade name new installations. they besides use province of the art cleansing stuffs that clean and do any surface resistant to dirt and disintegrate. It is the end of XXXX to keep occupation satisfaction from all of its employees by increasing incentives and diminishing hygiene factors by invariably measuring themselves through their employees.
An overpowering sum of grounds exists that shows the effectivity of the attempts of XXXX direction to actuate their employees. The employees of XXXX are highly motivated. To estimate the effectivity of their motivational attempts. direction often surveys employees to determine their degree of occupation satisfaction. A company Pulse Survey provided feedback that indicated nine out of 10 employees were satisfied or highly satisfied with their occupations. Eighty-seven per centum of employees surveyed said they would urge employment with XXXX to a friend or household member. Asked to depict what peculiar factors went in to this determination. most employees of XXXX stated that the hands-on. caring attack of XXXX direction was the chief factor. They went on to depict the working environment as comfy and honoring. About all employees stated they frequently or ever receive congratulations from direction and acknowledgment for good occupation public presentation. They reported tie ining occupation satisfaction with feelings of grasp from the company.
They described these feelings as extremely actuating and noted them as important factors that kept their public presentation at a superior degree. Surveyed employees go on to depict a sense of household atmosphere when asked to detail their degree of satisfaction with their occupation. Nine out of 10 employees systematically characterize themselves every bit good paid. A statistically undistinguished figure of employees study under paid rewards and the bulk consider themselves moderately or better compensated for their services. Because of these studies. and the overpowering success and improbably high end product of each XXXX installation. direction continues to actuate their employees by be givening to both their hierarchal needs as described by Maslow and by minimising their occupation dissatisfaction with hygiene factors and maximising occupation satisfaction with actuating factors.
Motivating employees is one of the most of import issues confronting any company today. The demand to transfuse employees with motive is going of all time more of import particularly with the displacement towards a more socially and culturally antiphonal work force. It is clear that organisations need motivational programs that motivate. supply coveted inducements. and keep directors involved in the procedure. which will ensue in increased value to the organisation. The times of sitting back and merely leting the work to go on without any kind of counsel or support are gone. A decently structured motive program that involves all parties concerned is of critical importance. Leting direction to supply changeless feedback. inducements and the ability to alter are all a portion of this program. XXXX believes that the motive program can be the first measure in spread outing the boundaries of single and group public presentation. If these theories are used and alterations made to suit each alone state of affairs that may originate this motivational program can supply many wagess and the organisation will profit. Management must maintain employees motivated. Proper motive is the key to success in concern and the key to the continued success and profitableness of XXXX.
Mentions
Kales. Sarah. ( October. 2001 ) . Satisfying Basic Needs. Employee Benefits. p. 3. Retrieved December 5. 2003 from hypertext transfer protocol: //web4. epnet. com/
Keogh. O. ( 2003. May 25 ) . Learning to be a Mr. Motivator: [ Final 1 Edition ] .
The Sunday Times. Retrieved December 2. 2003 from ProQuest database.
Pisello. Tom. ( August 25. 2003 ) . Expecting IT Needs in Pyramidal Steps. Computerworld. 37 ( 34 ) . p. 49. Retrieved December 5. 2003. from hypertext transfer protocol: //web13. epnet. com/
