Buttle 's And Leighton Buzzard Essay

All employees analyze their environment and strive to be recognized and rewarded for their hard work and dedication they put into the company, in a word they are seeking justice. Justice can be defined as a person receiving what they feel they are entitled to and if they do not receive what they deserve the situation may board on injustice. Unfortunately in today’s society justice and appreciation are not given out to all those deserving (Pinder, 1998). A major problem to address is how to keep the motivation level high in a company when the employees do not feel appreciated.

It is clearly that the company is experiencing some growth; however, the management needs to find a solution to solve the arising issue where their employees are lacking of motivation in their job. However, the executive team’s decision to raise pay rates for its customer service staff and the vested profit-sharing plan does not improve the employees’ work performance or customers’ satisfaction.

In today’s work place employee satisfaction is just as important as it has ever been in history. With employer cutbacks, job eliminations, pay reductions, and business closings employee satisfaction must be at the forefront of employer’s plans to be successful. In the case of Riordan Manufacturing the company has a problem it cannot ignore, employee motivation. Riordan Manufacturing is a global plastics producer that employees 550 people and earns an

“Employees said that it is the personal relationship with their immediate supervisor that is the key. The attitude and actions of the immediate supervisor can enhance employee engagement or can create an atmosphere where an employee becomes disengaged” (“What Drives Employee Engagement and Why it Matters”). Jiffy’s employees are no longer engaged to go to work because their incentives have been shortened and even if they sought to find employment outside of the organization, they would have to look in a different industry. Employee engagement is easy to conquer. Some of the ways that Jiffy can attempt to rekindle the engagement and morale of its employees are through recognition, use of intrinsic rewards, and employer support. Employees value a sense of belonging to an organization, so it is imperative that they are recognized for their work. Recognition can incur costs; however, there are many inexpensive (and even free) techniques for recognizing employees. For instance, Jiffy can demonstrate their appreciation to the employees during a companywide meeting or cater a luncheon for the staff. The key to ensuring that the employees are recognized in order to feel engaged and with high organization morale is to ensure that this is done on a day-to-day basis, so that the employees would be convinced that they are a valuable asset to the organization. As previously stated, the main priority and assets to an organization are its employees. With that said, in order for employees

Voluntary stakeholders are those that engage with an organisation of their own choice and free will. They are ultimately (in the long term) able to detach and discontinue their stakeholding if they choose. Involuntary stakeholders have their stakeholding imposed and are unable to detach or withdraw of their own volition.

Loyalty bonuses should be directly linked to manager performance to recognize and encourage employees to strive to run their operations effectively, efficiently, and collaboratively. Extrinsic rewards could take many forms to include gym memberships, mini-vacations, and they should also be tailored to the employee to be more meaningful. Reimbursement for educational degrees and certifications that are industry related conveys to managers that Tanglewood cares about investing in their careers. Intrinsic rewards allow the organization to make a difference in retention efforts; and are a valuable tool that can be utilized in employee motivation. Providing managers with a sense of meaning, choice, competence, and progress are all ways to provide intrinsic rewards and motivation. Typically, flexible working arrangements do not cost the organization any out-of-pocket-expense and it allows employees to have a better work and life balance. Tanglewood should establish programs, such as, ‘manager of the month’ to communicate wide-spread recognition for employees who crave external recognition. Intrinsic rewards are an inexpensive tool that Tanglewood should incorporate into their retention efforts.

Highly motivated employees will work harder, therefore, be more productive than those employees without motivation. Improving the quality of working life increases the probability that productivity will improve (Miller, 1977). Julia Stewart clearly demonstrates positive reinforcement, through her managerial skills, competency, and identification as a leader. Julia Stewart not only demonstrates

British Airways tries to motivate its employees by conducting semi- structured interview which are usually related to qualitative research. The management of British Airways has already recognised the de- motivational factor of its staff because of the disputes among the employees and managements. According to British Airways annual report and accounts (2009/10) the interviews were conducted to find out the employees feelings toward their working environment and to be able to reveal problematic areas and managerial problems that needed to be resolved. These interviews were focused on employee relations, training and rewards. In 2009/2010 British airways employees training were raised by 50% as they focus more into high quality customer service (BA, 2010).

Research indicates that 54% of employers believe pay and reward play a key factor in staff retention (XpertHr 2011). Contrasted against why employees leave an organisation 50% stated that it was due to poor pay and performance not being recognised through rewards (Personnel today, 2004).

Lastly, employees like every other person seek recognition and appreciation. Therefore, they should be appreciated when they perform exuberantly in their jobs. One needs to clearly convey how an employee’s performance contributed to organizational results. By appreciating them, you are motivating them to do better. Monetary rewards in the form of year-end bonuses are also always a great way to improve the morale of the employees. I believe, that Mr.Hussey after considering the above motivational factors, should then take the final decision, as to how the work could be performed in the best possible manner.

Business productivity has been a focus of many studies over the past few decades as businesses strive to continuously improve and become more efficient. One of the key concepts behind productivity is utilising one of the main resources, people, in the best ways possible. Organisations have to analyse employees‘ behaviour to be able to ensure that they are working effectively and this can be done through focusing on their motivation. Motivation aims to explore the reasoning behind people’s behaviour and the factors that affect them to stay committed and passionate about their job. There are many theories that investigate motivation, however, I will focus on Vroom‘s Expectancy Theory in this essay to critically evaluate the following statement: A job will only be motivating if it leads to rewards that the individual values.

The main problems of the human resource department of JKL are rewarding system and lack of correct performance appraisal system. ''Every employee believes, and most experts believe, that pay and rewards are an important part of an organisation's human resource management'' (Harris, Brewster and Sparrow, 2003,

This report is a consultant’s evidence-based answer to the issue faced by the head of HR of the telephone technical support department of a major corporation, regarding incentive rewards. More specifically, the head of HR is interested in recommendations for improving employees’ performance. This paper is distributed into five key parts. The first part offers a succinct summary of the context and industry background. The second part defines the nature of the problem, how the consultant framed it, and the research method used to collect and analyse evidence pertinent to the issue. The third part comprises a critical review of the evidence gathered with the description of conceptual and methodological approaches employed. The fourth part proposes the key findings of the paper and their implications for the sponsor of the research. Finally, the fifth part concludes the paper by summarising and giving recommendations to the sponsor.

To illustrate further, an employee will be motivated to carry out his job if given sufficient guidance through training & development, appraised through effective performance standard and compensated equally according performance standard. Through the understanding of various well-known motivational theories such as Maslow’s Need Hierarchy and McClelland’s Need Theory, we can point out the critical factors that have implication toward retention practices focus on physical and emotional needs, working environment, supervision, responsibilities, supervision, fairness & equity, employee development and feedback on performance (Ramlall, 2004). An effective human resource management practises can be the main factor for the success of a firm Stavrou-Costea (2005). As supported by Lee and Lee (2007) HRM practices on business performance, namely training and development, teamwork, compensation/incentive, HR planning, performance appraisal, and employee security help improve firms’ business performance including employee’s productivity, product quality and firm’s flexibility. In this study, we aim to study how employees regard importance of equity of compensation, job design through training and expectancy toward effective performance management on their retention.

Maintenance “is the provision of working conditions to encourage employees to remain with the business.” In order to do so the business compensates their employees, compensation is “ the payment or benefits (or both) an employee receives in exchange for their labour.” Maintenance is the third stage of the human resource cycle, and the ultimate decider as to whether an employee will remain with the company or involuntarily separate. This section focuses on how Nestle Ltd encourages and rewards their employees to remain with the company. According to research conducted by Nestle, the best motivating factor for their employees isn’t entirely the salary, but the bonuses and the compliments of the company to make working at Nestle easier. Therefore, this has resulted in the creation of the Nestle’s remuneration package known as the ‘Nestle Total Rewards Policy.’ This policy rewards Nestle’s employee’s through monetary and or non monetary rewards. According to the company the objectives of Nestlé 's Remuneration and Rewards Policy are: