Currys’ work activities
Although money and/or bonuses are an important factor when managing a company. My finding, however, show that these employees currently at Currys are not motivated which Herzberg clearly states in his ‘motivators’. However, Jerome and Kleiner declared that companies were becoming more people-orientated and not solely based on gaining profits, investing in people through training, which Currys clearly needs to implement.
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Currys’ work activities showed that 10 employees had mixed feelings as they were neither satisfied or dissatisfied with their workload but showed that intrinsic motivator’s from their job was discouraging. The opportunity to exercise responsibility can be a strong motivator, along with advancement and participation in decision making. However, employees do not feel that these chances are available which could be a factor causing low morale in the team as well.
It does seem that employees need to achieve as McClelland demonstrated, as results show that individuals want to advance and take on responsibility rather than the need for extrinsic benefits because they are at present not satisfied. Employees , also, feel that managers do indeed adopt a theory X approach with 87% of employees dissatisfied or worse with the degree of supervision during work.
My research at Currys suggests that employees need autonomy as it seems to be the case that repetitive tasks has led to reduced motivation with 14 employees responding either dissatisfied or very dissatisfied. Boots use “…self-development…recognition of good work and the sense of achievement that workers can enjoy in their jobs.” Shanks argued that managers need to have a combination of factors to motivate employees, not just one type of extrinsic or intrinsic reward.
Herzberg implies that higher order needs along with good working conditions, supervision and other ‘hygiene’ factors can result in satisfaction and greater motivation to do work. Given that, Currys are in the tertiary industry, employees who are well motivated will provide a better level of customer service, leading to higher rates of employee retention, as well as retention of customers. Responses from the first open-question show that Maslow’s theory does not apply to employees at Currys’ since more than one stage would need to be fulfilled by the company because they would expect at least the lower order needs to be met at the beginning of their employment such as social, safety and physiological needs.
Answers to question 2 showed that staff at Currys did not know how bonuses were achieved, because it will not be as effective if they do not understand how the bonus scheme work. It shows that employees want more training, Sahinidis’ and Bouris’s approach is valuable if the employees perceive training to be important, since, it can have a positive impact on their motivation.
It shows from research that employees do not feel empowered as they feel that they are frequently supervised and the job is repetitive without any autonomy. From looking at the employees’ reaction to the question on how Currys could motivate employees, the predominant answer of more diversity, training and job prospects. The need for responsibility and advancement can be met through empowerment as suggested by Kappelman and Richards. Scott-Ladd et al explained that employee value autonomy, evident at Currys, as a means for improving work effort, than the benefits it brings in terms of rewards.
Hopkins contributed usefully in resolving the situation as four out of five methods were needed at Currys, including employee recognition, continuing education, employee meetings and empowerment, with social gatherings were met.
The primary research has shown that these barriers identified in the previous theories have caused a negative reaction on employee morale as they underrate the benefits of bonus rewards. However, comparing the literature to the primary research gathered seemed to show that the effectiveness of current motivational practises, with the expectations of the managers and the employees, are not balanced, with results illustrate a high dissatisfaction rate within the workforce.
Conclusion and Recommendation In conclusion, the importance of motivation to Currys is colossal. Motivating employees is difficult and comprehensive and can be supported with the concept covered within this literature review. Given the data obtained, indicates that the main factors which affected the employee’s motivation were a range of the higher order needs from the content theories, including the lack of recognition for their efforts, promotional prospects and variation in the job itself were important in motivating valuable human resources at Currys because it can have a much greater value to them than the financial reward itself. Since, it has inevitably deterred employees to achieve bonuses because of the inequity (Adams) and the need for intrinsic benefits (Herzberg) associated with their efforts as a sales-colleague, since there is evidence that pay (Taylor), Herzberg’s ‘hygiene’ factors, and social work interaction (Mayo) are satisfactory.
However, it can be said Herzberg’s theory sis the most relevant because his ‘motivators‘ are what employees at Currys require and when intrinsic outcomes have been gained the extrinsic outcomes should lead to this Currys store to achieve its potential bonus target. Improving the morale and competence of the employees overall could be done by management supporting opportunities for development of employee skills and abilities by simply training employees in the different areas of the store to provide diversity in their job-role, empowering employees through participation in decision-making and recognising employee performance.
This one-size-fits-all bonus scheme does not seem to reward performance which has demoralised staff. Tailoring a reward scheme which is individually based rather than subject to the whole team could, in this case, to improve employee motivation towards targets if employees know that their efforts will be recognised, to overcome needless frustrations, to find a balance between the employee’s intrinsic-extrinsic interests and Currys’ success in meeting its own aims and objectives. Therefore, Currys should do more to motivate people by producing differe