Case Study Of Criteria

Maslow identified that employees have the motivation to achieve certain needs. Once these needs have been achieved the employee will seek to fulfil the next set of needs.

This paper aims to demonstrate a detailed description of the elements of ‘IKEA’ company based on its famous name in the furniture industry.

When Mike Volkema, CEO of Herman Miller, abruptly attempted to appoint Gary Van Spronsen to executive vice president of offer development and marketing, Volkema was hesitant to get involved. Since 1992, Van Spronsen had worked feverishly to build a leader in the office furniture industry in the Herman Miller subsidiary SQA. Not only did Van Spronsen create the traction that prompted better customer service, a tailored product line and design process, but he also transformed the faltering subsidiary from a refurbishing company, into a position leader that develops their own products. Now, Van Spronsen was suddenly being called on to make the same impact on the second largest producer of office furniture in

Looking from the outside in, there are some distinct reasons why Edward Jones kept its employees finely motivated. Using the Job Characteristics Model as a template to analyze how it was done, it is apparent that Edward Jones harnessed for its employees job meaningfulness, responsibility, and demonstrated knowledge of results; which ultimately guided top-notch work outcomes (Louis, Notes on the Job Characteristics Model). Analyzing the ‘job characteristics’ section of the model, it is evident that Edward Jones mastered the concept of autonomy. Evidence presented itself when Jones’ employees were encouraged to grow roots and stay in one branch office without having to relocate in order to advance careers. This autonomy allowed for another characteristic to prevail, task significance. Through their autonomy, the individual branches reached out to connect with their clientele and clearly were able to perceive the impact that their

CCC’s build-to-order custom manufactures do not have to be sold through big-box stores in order to be successful. The company is able to underprice their replacement antique style doors and still be profitable even while working with lower volumes; thus, they are using a differentiation strategy. However, recently it has been brought to our attention that the company is facing multiple internal and external issues. They have selected our team of HR managers to solve the underlying problems.

By end of 90’s the company was dominant in many of the categories it competed in. The challenge was found in whether it can continue its dominance in it’s new, expanding product ranges and could maintain its dominance and synergy in its all categories on low and high price offering in hardware, home furnishings, office and house ware, while maintaining its management and corporate structures.

Motivation according to Kelley (2014) is the ‘process through which managers build the desire to be productive and effective in their employees’. If an employee is motivated, they are more likely to be productive and generally staff turnover is low. The problem of worker motivation is that workers are not seen as humans, they have a lack of freedom at the workplace and lack of job fulfilment. Taylor and McGregor Theory X argue that there is not a problem with worker motivation, workers will be obedient because of fear of losing their job motivates them to do well. Whereas Maslow and McGregor’s Theory Y argues that there is a problem with worker motivation because of class conflict between the worker and the manager. The

“While Mangers complain about lack of motivation in their workers, they might as well consider the possibility that the reward systems they’ve installed are paying off for the opposite”.

Because staff at Initech do not obtain worthwhile benefits or even see the proceeds of their hard work, which would act as motivator, they fail to feel their achievement or recognition. Moreover, the employees at Initech do not have means for self-actualization; they are neither encouraged nor allowed to realize their full potential, which Spitzer (1995, p. 7) argued could be fatal to the future of an organization. He argued that providing the staff with an environment of encouragement will make them realize their full potential consequently increasing the organization’s production. Sincerity of motivation is very fundamental as far as

The Guillermo Furniture Company has realized that their business strategy is no longer sustainable. The external environment has changed significantly and the company is facing pressure from oversees firms that have automated much of their furniture production and manufacturing. Despite the fact that Guillermo Furniture has access to relatively inexpensive Mexican labor, the company is still struggling to be competitive in the market due to foreign competition. Therefore, Guillermo has identified various alternative strategies that it wishes to consider in order to reinvent its business and become more competitive. It is recommended that Guillermo invest in new equipment that can modernize its manufacturing capabilities. An investment in a computerized lathe shows a worthwhile return on the company's investment and will also position them for future growth.

Human Resources is dependent on the success, happiness, and contentment of employees that keep the business on course. Motivation is one of the best ways to push employees forward while making sure everyone is in a comfortable position in their job. Motivational theories just attempt to explain what motivates or makes people act the way that they do. The goal of understanding these theories and their outcomes is to ensure a better performance from each employee, and to give each of those employees the best situation they can have in the workplace. Visionaries such as Abraham Maslow, Frederick Herzberg, and Henry A. Landsberger also brought forward new ways of management and ways to handle internal situations that changed the landscape of human resources as a whole. Motivational theories instituted in the workplace have a commonly positive effect on both employees and management, showing that it is important to strive for proven motivational practices.

Keeping employees motivated in addition to creating incentives and/or additional ways for employees to receive more compensation will create better performance overall within an organization. Contrary if company B gives their employees incentives to perform, without any motivational tactics they probably will not have as many top performances as company A, in addition the company may only seek short term rewards verses have long term success. Lack of motivation for employees within an organization, can cause long term damage for the company’s success. Different things motivate everyone; therefore there should be a system in place to keep employees motivated for the long term success of the company. In the MBM textbook under the concept of incentives, compensation, and motivation, there are a couple of different views of how it should be applied within an organization. We will discuss The Social Role of Profit, Personal Profit and Losses, and the way Market-Based Management view how incentives, compensation, and motivation should be applied and the things that effectively drive employees’ actions while at work.

The brand I will focus on for my project will be ‘IKEA’. My rationale in choosing IKEA is to examine how ‘IKEA” the furniture and home goods retailer as of 2016 without any major repositioning is in the #62nd, position on the Forbes List of ‘The World’s Most Valuable Brands’. Although the brand first opened its doors in 1942 (Frede, J, 2015), and currently holds the 62nd place on ‘The Forbes List’, the brand as of 2016 has experienced little or no growth in Europe or US markets. The brand, on the other hand, has lost its ‘cult’ status with the 18-44 target market and is hurting from the lack of convenient urban locations, making it easier for consumers to look to competitors i.e., Target, Pottery Barn, and Walmart for moderately priced furniture and home goods. As a prior employee with ‘IKEA, I believe using repositioning, I’ve identified several concepts for ‘strategically changing the distinct image and identity that its product or brand occupies in consumer minds’ (Schiffman. L, Wisenbilt. J, 2015 ).

As Douglas McGregor began working on his book, The Human Side of Enterprise, he encountered Abraham Maslow’s theory. Maslow believed that people had 5 basic ascending needs. It was this theory that not only supported McGregor’s thinking about a hierarchy of motivation, but it also provided a strong theoretical foundation for his assumptions (Bobic, 2003). With a firm foundation McGregor shared his theory with the world, and his theory has had a lasting impact on management theory.

Motivation is one of the most discussed topics in the present era’s organisations, especially since renowned psychologists like Maslow and Herzberg are dedicating their efforts to understanding it. Companies are investing a significant amount of resources in improving productivity in order to maximise profits. One of these important resources is of human nature. In order to get the very best out of employees, some motivational approaches need to be used. But what is motivation and how do I successfully motivate? I will try to relate one of my personal experiences with a friend to some of the most influential motivational theories. After introducing my story and making a definition of motivation I will address the ideas of Taylor,