Discussion on concerns related with maintenance of staff morale and motivation during recession and identification of the ays for motivating staffs in Maples during recession?
Performance of an organization is influenced significantly by activities of the staffs. The influences of the activities conducted by employees on organizational performance are more evident in case of retail organizations (Armstrong, 2006). In case of Maples also the sales figures are greatly influenced by attitude of staffs. However the behaviors of employees are influenced by several external factors. Wright, Moynihan and Pandey, (2011) stated that the organizational policies are impacted by economic condition of the market. It indicates that behavior of employees can be changed due to fluctuations in economic condition.
Discussion on impacts of behavior of employees indicates that managements of the organizations require giving importance on maintaining morale and motivation of employees to avoid any degradation in organization. The factors which influence motivation level of employees can be identified by analyzing Herzberg’s two factor theory. Analysis on the theory proposed by Herzberg indicates that the level of dissatisfaction among employees significantly depends on salary structure of the organization. However discussion on the two factor theory also indicates that organizational policies also influence morale and motivation level of employees.
Van De Voorde, Paauwe and Van Veldhoven, (2011) stated that management of an organization require ensuring that employees are being provided with reasonable and appropriate salary. It also required ensuring that the organization is providing employees with salaries as per industry standard. Analysis on the problems faced by Maples management during recession indicates that the management failed to keep promises regarding salary structure. However, management of the organization also failed to provide employees with opportunities for growth in career. As an impact, chances of reducing satisfaction level of employees are increasing. Discussion on the current situation indicates that management of Maples require giving importance on ensuring that motivation level of employees are not reducing due to absence of career growth and monetary benefits.
Although lack of monetary rewards reduces the satisfaction level of employees, analysis on Herzberg’ hygiene factors also indicate that lack of non monetary benefits also impacts on satisfaction level of staffs. As stated by Petrou et al., (2012) management of an organization requires ensuring that positions of staffs are secured in an organization. Martin, (2009) opined that status of an employee in the organization requires being retained in order to increase job satisfaction level among staffs. During recession, management of Maples is facing several problems for maintaining their profitability without affecting motivation and morale of staffs. The problems faced by Maples management during recession are:
Discussion on the condition of Maples indicates that job security for all employees was reduced. Management of the organization not only failed to keep their promises, but the process of paying staffs was also interrupted during recession. Apart from this, management of Maples needed to reduce size of their workforce in order to reduce size of their workforce. Reduction in number of stores also reduced job security of employees in different position of the organization. Reduction in job security also leads to reduction of satisfaction level of employees (Armstrong, 2006). Reduction in motivation level of employees can reduce their productivity also. Reduction in motivation level of staffs can also lead to increase in turnover rate of efficient staffs. It will affect long term profitability of the organization. It is evident that Maples management requires taking steps for increasing motivation level of employees so that they can retain efficient staffs.
Discussion on motivational factors identified in Herzberg’s theory indicates that recognition obtained at workplace increases intrinsic motivation level of staffs. As stated by Inceoglu and Warr, (2011) intrinsic motivational forces enable employees to enhance their dedication to duties. It indicates that presence of intrinsic motivational factors improves performance of staffs. Analysis on the motivational factors identified in Herzberg’s theory also indicates that extrinsic motivation level of employees is impacted by disciplinary actions taken by an organization. However, GIAUQUE et al., (2011) also stated that the extrinsic motivation level of staffs is also influenced by monetary rewards and incentives provided by management of an organization. The opportunity for getting incentives and rewards encourage staffs to perform better.
From analysis on the two factor theory of Herzberg , it is evident that the factors which motivate employees are reward and recognition. Gallie et al., (2010) also opined that the availability of opportunities for promotion impacts on motivation level of employees. Analysis on the problems faced by Maples retailers during recession indicates that management of the organization failed to provide employees with adequate opportunities for promotion. As the staffs are not getting monetary and non monetary rewards, they do not show interest for improving their skills and abilities (Fernet, Austin and Vallerand, 2012). Such nature of employees will not restrict organizations from achieving short term goals; degradation in performance level of staffs affects future growth of the organization. It also indicates that motivation level of staffs may reduce during recession. Analysis on the condition also indicates the Maples management needs to ensure that motivation level of staffs is not degrading.
Applying motivational theories can help Maples retailers to survive now and also to enable the employees for upgrading their morale. The application of Hertzberg`s motivational theory for solving issues faced by Maples management will be helpful. The Herzberg theory reflects that there are two types of factors, hygiene and motivational factors that govern the working of employees in an organization (Cerasoli, Nicklin and Ford, 2014). The hygiene factors define the needs like company policy, salaries working condition etc. motivation factors. On the other hand, discussion on motivational factors give information on importance of gaining higher degree of advancement in job like attaining status, responsibility, recognition etc.
Now the problem is how to apply the motivational factors in order to find solutions of the problems faced by Maples management. Analysis on the situation of market during recession indicates that Maples management was not able to provide monetary rewards to staffs as it can reduce profitability of the organisation. However the management can use non monetary techniques for motivating staffs of the company. Discussion on the condition also indicates that providing staffs with opportunities for promotion is not possible for management of Maples. It reflects that the management need to take steps so that employees get opportunities for improving their skills without being promoted. Extending responsibilities of staffs will not only be effective to avoid reduction in profitability, but is will also be beneficial for developing highly skilled workforce in future. Hertzberg had argued that for solving issues related with very low employee morale the company requires encouraging its employees by doing the following activities:
Job Enlargement: Job enlargement can be considered as the process of increasing the scope of a job by enhancing the range of its duties and responsibilities generally in the same level of work (Bellé, 2012). At Maples the management requires modifying scopes of work for employees. Implementation of this strategy will provide employees with the opportunities for improving their skills. As employees will be able to improve their abilities, number of satisfied staffs will also increase.
Job Rotation: At Maples, the employees were working at a particular designated post and they had skills required for the job. Now if the company rotate its employees amongst various departments, the staffs will also be able to gain new skills. It will also be helpful for Maples management to avoid generation of issues related with low motivation level of employees.
Job Enrichment: It aims at redesigning the job in such a way that the job appears to be more challenging to the employees (Armstrong and Mitchell, 2008). The new challenges in the job will instil new enthusiasm in the employees.
Utilization of the Hertzberg motivational factors would certainly help the organization to motivate its employees but there are many internal changes that the company will have make in its policies to retain these employees. These changes include: The obstructive company policies will have to be changed. Before venturing into the new market, the company will have to bring big issues under its purview. The organization will now at any cost try to provide job security. Ensure that the salaries they would provide at least meet up the expectation of the employees. Create a status for all jobs by providing them a meaning and good position. Company should provide scopes for achievement for growth and offer training and development for the employees who would work in the new venture of Maples. More responsibility must to the employees and along with that recognize the contribution of employees.
References
Armstrong, M. (2006). Strategic human resource management. Kogan Page.
Armstrong, S. and Mitchell, B. (2008). The essential HR handbook. Career Press.
Bellé, N. (2012). Experimental Evidence on the Relationship between Public Service Motivation and Job Performance. Public Administration Review, 73(1), pp.143-153.
Cerasoli, C., Nicklin, J. and Ford, M. (2014). Intrinsic motivation and extrinsic incentives jointly predict performance: A 40-year meta-analysis. Psychological Bulletin, 140(4), pp.980-1008.
Fernet, C., Austin, S. and Vallerand, R. (2012). The effects of work motivation on employee exhaustion and commitment: An extension of the JD-R model. Work & Stress, 26(3), pp.213-229.
Gallie, D., Zhou, Y., Felstead, A. and Green, F. (2010). Teamwork, Skill Development and Employee Welfare. British Journal of Industrial Relations, 50(1), pp.23-46.
Giauque, D., Ritz, a., varone, f. And anderfuhren-biget, s. (2011). Resigned but satisfied: the negative impact of public service motivation and red tape on work satisfaction. Public Administration, 90(1), pp.175-193.
Inceoglu, I. and Warr, P. (2011). Personality and Job Engagement. Journal of Personnel Psychology, 10(4), pp.177-181.
Martin, J. (2009). Human resource management. SAGE.
Petrou, P., Demerouti, E., Peeters, M., Schaufeli, W. and Hetland, J. (2012). Crafting a job on a daily basis: Contextual correlates and the link to work engagement. J. Organiz. Behav., 33(8), pp.1120-1141.
Van De Voorde, K., Paauwe, J. and Van Veldhoven, M. (2011). Employee Well-being and the HRM-Organizational Performance Relationship: A Review of Quantitative Studies. International Journal of Management Reviews, 14(4), pp.391-407.
Wright, B., Moynihan, D. and Pandey, S. (2011). Pulling the Levers: Transformational Leadership, Public Service Motivation, and Mission Valence. Public Administration Review, 72(2), pp.206-215.
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