Notes On Xyz Ltd.

Set goals and objectives – this is generally what is hoped to be achieved in the long term by setting out short term and specific achievements to contribute to that goal

All things considered, communication must be improved. It is my belief that if employees are informed and made to feel a part of a functioning team, we will see a great improvement in employee morale, more error-free projects will be produced, and client deadlines will be met with less overtime requirements. In order to open the lines of communication, to boost employee morale, to reduce the number of overtime hours, to eliminate client dissatisfaction, and to enhance the project quality, and to improve on performance, I recommend that the following steps be enacted. • • • • • • • The CEO will hold weekly staff meetings Department managers will conduct a weekly staff meeting An all-hands meeting will be held monthly Publish a monthly newsletter Place suggestion boxes in every department Implement a project tracking system Appoint an employee to schedule and monitor the progress of all projects

* Create real goals. Real goals are specific, achievable, prioritized, measurable, supported by action plans, aligned with the company, linked to your goals, and accepted by you and your employees. It is vital to the success of the company, your success as a leader and the future of

With effective communication there would be a positive atmosphere in the work place, the staff would be more than willing to help each other out. Communication would be better as everything would be

Through this process, it will ensure to be successful and rewarding to each individual in the organization.

The purpose of this assignment is for you to develop an understanding of the organisational goals of the team and how to motivate team members to achieve these.

And lastly, as the sixth strategy they decided to adopt encourage achievement through a rewarding system. This strategy was adopting an employee appraisal scheme that was encouraging achievement by rewarding employees who generated successful business ideas. Employees that successful innovate new products are promoted to be the managers of that product division, this ensured that other staff members are motivated to work harder and discover new product innovation as they seek to one day become managers of their developed product lines.

Nestlé Company has used McClelland theory that examined three learned needs to motivation employee. The McClelland theory used includes two part of need, first is need for achievement by the employees to establish challenging goals to improve employees skills and techniques and to take responsibility. Second is need for affiliation which is the desire to seek approval, conform to others wishes and avoid conflict to maintain relationship (McClelland's Human Motivation Theory, n.d.).

Secondly, high performing teams understood where they were, where they are going and how they were going to get there and it was all linked to goals. Successful teams set achievable goals and create a road map on how to follow them with goals in between and beyond the company’s mission statement. In setting team goals they ensure to set individual goals that begin by defining the roles of each individual on the team. Successful managers clearly express expectations and ensure individual goals align with team goals which result in alignment with company goals (Abdallah & Ahluwalia, 2013). When teams met, meetings were highly organized and managers were able to seamlessly move from person to person and accurately gage where each members contributions stood in relation to team and corporate goals. Members were highly engaged and involved with each other, collaborating and assisting each other with completing tasks.

Alderfer explains that as one move up the ladder, the more difficult it becomes to achieve needs at that level. For example, the complexity of satisfying relatedness needs at the work place is intensified by differences of individual needs. This is because people working together at any institution, are at different stages of fulfillment or regression. Some may be aiming at the big shot while others may be striving to achieve existence needs. It is therefore very important for managers to address the three needs so as to alleviate any impending conflict among workers. Some workers may be more inclined to growth needs than existence or relatedness needs; providing a platform for their growth is therefore very necessary to avert depression.

During my interview with my director we discussed McClelland’s Three-Needs Theory. This theory asserts that employees acquire one or more of three types of “needs” that motivate them to excel at work—the need for achievement (“nAch”), the need for power (“nPow”), and the need for affiliation (“nAff”). He we asked how these needs have impacted him throughout his career with managing employees, managing managers, and how these needs have changed in himself throughout his own career. One thing that surprised me the most in the interview is when we discussed his needs throughout his career and how they fit into this theory. In our course module it is said that it is understood that the best managers tend to be higher nPow and lower nAff, as

David McClelland and Notably Jonh Atkinson, his associates, had done his research basically focused on needs according to Maslow’s hierarchy of needs model, higher order (social and esteem) needs (Venugopalan, 2007). McClelland’s acquired needs theory defines that an individual’s specific needs are accordingly to one’s life experiences which needs are acquired over time (Ball, 2009). As Motivation is essential to almost any feature of life and this word is also often used in reference to work. Work is not necessary due to innately human activity, but not in new modern-day work arrangement, motivation plays as an important role to create global productivity and scalability which mean that motivation drive people to use their ability and capacity into work to produce qualification of work. Therefore, McClelland described motivational need in three different types:

This assignment will analyse the connection about employees’ training and development between Hard Model and Soft Model of Human Resource Management which has been achieved due to numerous studies that indicates the following: Hard Model in HRM has fleeting changes in employee numbers; it also has insignificant correspondences, starting from the top; and the pay is enough to enrol and maintain sufficient staff. (Cassidy, 2014) Moreover, the Soft Model in HRM has longer-term workforce arranging on strategic focus; it also have solid and customary two-way correspondence, and aggressive pay structure, with appropriate achievement-related rewards. Additionally, it will explore on how training and development can be used as a method of employee motivation providing relevant motivation theories, such as Alderfer’s ERG Motivation Theory which tackles about existence needs, relatedness needs, and growth needs; as well as McClelland’s Achievement and Acquired Needs Theory which addresses the high need for achievement, high need for affiliation, and high need for power; and Adams’ Equity Theory which applies the inputs, outputs, and perception about money. (Jose, 2013) Lastly, will evaluate about unproductive training and development of employees which explains that unproductive employees do not add to the development and benefit of the association which can be because of lack of chances, correspondence, input, value, and eagerness. Moreover, will investigate the approaches

The literature review, explain the theories which are related to the case study’s problems in order to the motivation and satisfy employees’ needs. There are three important theories include; organizational motivation justice, Maslow’s hierarchy needs theory, and expectancy theory.

Besides conventional reward policies, some long-term needs are usually reconsidered by employees, especially young staff. Maslow’s hierarchy of Needs (1954) theory shows that an individual is ready to pursue growth needs (such as self-actualisation and self-actualisation) after deficiency needs (deficiency needs and safety) have been satisfied. In a general way, individuals will not be motivated and energetic on their work if their high-level needs are hopeless to be satisfied. In reality, BM Division did not provide staff with a promising career future, because partners preferred to hire young staff and just simply ‘burn them out’ before they were taken placed by some new employees. What was worse, promotion was rare in BM, for instance, only one person was promoted from senior consultant to managing consultant in the past fifteen years.