Employee Motivation in Low Income Earning Jobs: Subway

Chapter 1 Introduction Background to the champaign A remind employee hold ups hard and pictureively because of the satisf goory jot of fulfillment. In business management, motif is an of import look field. Over the old age, in that respect father been many indigence theories exacting. One of the most famous theories is on the basis of Abraham Mas pitiables hierarchy of necessarily. Mas minor (1954) argued that individuals fix a hierarchy of of necessity, and true pauperism is achieved by fulfilling higher level of exacts. Emphasized by conglomerate motive theories, income (m wholenessy) has been an essential factor which fanny affect motive. slightlyone who has low income descents tends to have low pauperization. Consequently, low motivation en avow result in low effectivity and high rate of staff turnover, which has a negative influence on companys practiceances. As a multi-national company, pipe has achieved international succeeder over the geezerhood. In the UK and Ireland, since the first store opened in 1996, tubing is continuing to expand at a substantial rate, with an average of phoebe bird stores opening every week (www. subway. co. uk). During the past two years, tube has provided more than than 7000 crinkles in UK and Ireland (www. ubway. co. uk). T here(predicate)fore, the explore based the eggshell study of vacuum tube exit have a wide range of indications in equipment casualty of employee motivation. account of the problem Self motivation scarce exists when mass agree that in that respect is a beneficial relationship between their conduct and their desired results. If an employee is only seduceing in a low income plumping address because of gold, it result be difficult to affect them because it is very hard to convince them that they be staying in the best place for themselves.As a result, the rate of employee turnover is relatively high. pauperization so has become a big issue to twain employee s and managers. From employees perspective, they have to find the factors which endure keep them motivate. From managers perspective, they have to find the solutions which domiciliate help motivate their employees. Aims and objectives To identify the main factors that affect motivation in pipe employees To investigate the methods used by Subway managers in propel employees To find start the problems of motivation in SubwaySignificance of the study motivating is a originful tool in the have places because it can compel employees to put to work at their most efficient levels of motions (Steinmetz, 1983). In order to achieve brassal objectives, managers have to motivate the right sight to join in the organization and stay. The more actuate the employees be, the more empowered the team is. From this regard, this research can help to identify elements which affect employee motivations and the effective motivational ways. MethodologyThis project forget be based on questio nnaires among Subway employees, who receive the national stripped profits. The questionnaires go out be designed to highlight all in all the factors regarding motivation and distri only whened to various Subway stores in Birmingham. The entropy collected from the questionnaires leave alone thereafter be considerd. Plan of the consider The project encompasses five chapters. The first chapter is the introduction of this research, which shortly present tenses the background, grandness, plan, scope and limitation of this project.The second chapter reviews the relevant literature and journals. In this chapter, the substance of motivation, major motivation theories, the application of motivation, contemporary issues on motivation and proceeds and limitations of motivation will be discussed. Chapter three focuses on the methodology employ by this project. Chapter quartet presents the research analysis on the basis of the data collected. The last chapter is the conclusion of t he whole project, as sanitary as the recommendation. chain and Limitation The scope of this project is based on the Subways in Birmingham champaign.However, cod to epoch constraints, the questionnaires atomic calculate 18 only distributed in 20 Subways stores. Chapter 2 writings Review Meaning of motivation The term motivation is originated from the Latin give-and-take for movement (movere). In 1964, Vroom explained that motivation is a process governance choice made by persons . . . among alternative forms of voluntary activity (Vroom, 1964). Similarly, Atkinson (1964) de landmarkate motivation as the contemporary (immediate) influence on direction, vigor, and persistence of swear out.Furthermore, Campbell and Pritchard as well as proposed that motivation is related with a set of in bloodsucking/ dependent variables that explain the direction, amplitude, and persistence of an individuals behavior, holding constant the personal effects of aptitude, skill, and deriveing of the task, and the constraints operating in the environment. All these explanations have three parking ara elements that is, they atomic number 18 all c at one timerned with factors or events that energize, channel, and sustain human behavior. match to various theories, motivation may be rooted in the elemental bring to minimize somatic pain and maximize pleasure.It may take specific conveys such as eating and resting, or a desired object, hobby, goal, state of being, ideal. It may be attributed to less-app arnt reasons such as altruism, selfishness, morality, or reduceing mortality. There atomic number 18 two kinds of motivation intrinsic and extrinsic. Intrinsic motivation is internal. It happens when people are compelled to do roughlything out of pleasure, greatness, or desire. Extrinsic motivation occurs when external factors lead the person to do something. A common place that applies motivation is work place. In the work place, motivation plays a keystone r ole in the achiever of leadership.A person who cant understand the meaning and the splendor of motivation will non become a leader. Also, to stay as a leader, he/she also privations to hire motivation in the work place. Employee motivation is the psychological feature that arouses an employee to work in an effective level, to accomplish organizational goals. It is necessary for organization to kick upstairs motivation level of the employees to bring out the best performances from them. Major Motivation Theories Abraham Maslows Hierarchy of Needs One of the most influential authors in the area of motivation is Abraham Maslow (1954).Abraham Maslow (1954) integrated various research related to human motivation. earlier to Maslow, researchers just focused on motivational factors separately, such as biology, transaction, or power to explain what energizes, directs, and sustains human behavior. Maslow proposed a hierarchy of human needs on the basis of two groupings deficiency nee ds and growth needs (Maslow, 1954). indoors the deficiency needs, every lower need must be met before moving to the next higher level (Maslow, 1954). The first four levels are 1) Physiological hunger, thirst, bodily comforts, etc. 2) Safety/Security out of danger 3) Belongingness and Love affiliate with others, be accepted and 4) Esteem to achieve, be competent, gain approval and wisdom (Maslow, 1954). According to Maslow (1954), an individual is ready to act upon the growth needs if and only if the deficiency needs are met. Maslows sign conceitualization included only one growth need self-actualization (Maslow, 1954). Self-actualized people are characterized by 1) being problem-focused 2) incorporating an ongoing freshness of appreciation of life-time 3) a concern about personal growth and 4) the ability to have peak experiences (Maslow, 1954).Maslow later variousiated the growth need of self-actualization, specifically denomination two lower-level growth needs prior to gene ral level of self-actualization and one beyond that level (Maslow, 1971). They are 5) Cognitive to know, to understand, and explore 6) Aesthetic symmetry, order, and mantrap 7) Self-actualization to find self-fulfillment and realize ones potential and 8) Self-transcendence to connect to something beyond the egotism or to help others find self-fulfillment and realize their potential (Maslow, 1971).Maslows base idea is that as one becomes more self-actualized and self-transcendent, one becomes wiser and knows what to do in a wide sort of situations (Maslow, 1971). He also recognized that not all personalities followed his proposed hierarchy (Maslow, 1954). Maslow published his hypothesis over 50 years ago and it has since become one of the most popular and often cited theories in the field of human motivation. Frederick Herzbergs two-factor possibility another(prenominal) prodigious motivational theory was developed by Frederick Herzberg, who had close links with Maslow.Frederic k Herzberg believed in a two-factor theory of motivation. He argued that there were certain factors that a business could represent that would directly motivate employees to work harder (Motivators) (Herzberg, 1959). However, there were also factors that would de-motivate an employee if not present but would not in themselves actually motivate employees to work harder (Hygiene factors) (Herzberg, 1959). Motivators are more associated with the chore itself (Herzberg, 1959). For instance, how interesting the work is and how much opportunity it gives for scanty responsibility, recognition and promotion (Herzberg, 1959).Hygiene factors are factors which surround the phone line rather than the chore itself (Herzberg, 1959). For example, a worker will only go to work if a business has provided a reasonable wage and safe functional causation (Herzberg, 1959). However, these factors will not make him work harder at his problem once he is there (Herzberg, 1959). Herzberg (1959) belie ved that businesses should motivate employees by adopting a democratic admission to management and by improving the nature and content of the actual crease through certain methods. about of the methods managers could use to achieve this objective are job enlargement (workers are attached a greater variety of tasks to perform which can make the work more interesting job enrichment (workers are given a wider range of more complexes, interesting and challenging tasks touch a complete(a) unit of work, which can bring out a greater reason of achievement empowerment (employees are delegated more power to make their own decisions over areas of their working life) (Herzberg, 1959). Douglas McGregors theory X and theory Ypossibility X and Theory Y are theories of human motivation created by Douglas McGregor in 1960s. Theory X and Theory Y are two distinct attitudes toward workforce motivation. According to McGregor, companies followed either one or the other approach, and the key to c onnecting self-actualization with work is determined by the managerial trust of subordinates (McGregor, 1960). In theory X, management assumes employees are inherently lazy and will avoid work if they can and they also inherently dislike work (McGregor, 1960).As a result, management believes that workers need to be closely supervised and across-the-board systems of take ins developed (McGregor, 1960). (McGregor, 1960). According to this theory, employees will avoid responsibility whenever they can and so a hierarchical structure is needed with narrow span of control at each and every level (McGregor, 1960). A Theory X manager believes that his or her employees do not really want to work therefore, it is the managers job to structure the work and energize the employee (McGregor, 1960).In theory Y, management assumes employees may be ambitious and self-motivated and exercise self-control (McGregor, 1960). It is believed that employees enjoy their mental and physical work duties (McG regor, 1960). They possess the ability for creative problem solving, but their talents are underused in most organizations (McGregor, 1960). Theory Y managers believe that employees will apprise to seek out and accept responsibility and to exercise self-control and self-direction in accomplishing objectives to which they are committed (McGregor, 1960).A Theory Y manager believes that, given the proper conditions, most people will want to do well at work (McGregor, 1960). They believe that the satisfaction of doing a good job is a pie-eyed motivation for employees (McGregor, 1960). For McGregor, Theory X and Y are not different ends of the same continuum (McGregor, 1960). If a manager needs to break Theory Y principles, that does not prevent him from being a cave in of Theory X & Y (McGregor, 1960). David McClellands motivational needs theory David McClelland is famous for describing three sorts of motivational need, hich were proposed in his book The Achieving Society (1967). T hese needs are entrap to different degrees in all workers and managers, and this mix of motivational needs characterizes a persons or managers style and behavior, both in damage of being motivated and in the management and motivation others (McClelland, 1967). The need for achievement (n-ach) The n-ach person is achievement motivated and therefore seeks achievement, attainment of realistic but challenging goals, and advancement in the job (McClelland, 1967).The n-ach person has a strong need for feedback as to achievement and progress, and a need for a sense of accomplishment (McClelland, 1967). The need for authority and power (n-pow) The n-pow person is authority motivated (McClelland, 1967). This driver states a need to be influential, effective and to make an tinct (McClelland, 1967). The n-pow perso has a strong need to lead and for their ideas to prevail (McClelland, 1967). The n-pow person also has motivation and need towards increasing personal status and prestige (McClel land, 1967).The need for affiliation (n-affil) The n-affil person is affiliation motivated, and has a need for friendly relationships and is motivated towards interaction with other people (McClelland, 1967). The affiliation driver produces motivation and need to be liked and held in popular regard. The n-affil person is team player (McClelland, 1967). McClelland (1967) suggested that most people possess and exhibit a combination of these characteristics. Some people exhibit a strong bias to a event motivational need and this motivational mix consequently affects their behavior and working/managing style (McClelland, 1967).McClelland (1967) proposed that a strong n-affil motivation undermines a managers objectivity, because they want their need to be liked, which affects a managers decision-making capability (McClelland, 1967). A strong n-pow motivation will produce a determined work ethic and commitment to the organization, duration n-pow people are more focused on the leadership role, which doer they may not possess the required flexibility and people-centered skills (McClelland, 1967). other motivation theory related to business management role players in any organization need something to keep them motivated. If no motivation exists, employees quality of work in general will deteriorate. According to the system of scientific management developed by Frederick Winslow Taylor (1911), a workers motivation is only determined by requital, and therefore management doesnt need to consider the psychological or affable aspects of work. Essentially, in scientific management, human motivation is solely based on extrinsic rewards and it dismisses the idea of intrinsic reward.Elton Mayo (1933) found out that the brotherly contacts a worker has at the workplace are very important and that boredom and repetitiveness of tasks will reduce their motivation. Mayo thought that workers can be motivated by acknowledging their social needs and making them find important. Consequently, employees were given freedom to make decisions on the job and greater aid was paid to informal work groups. This model as named the Hawthorne effect by Mayo.At lower levels of Maslows hierarchy of needs (1954), such as physiological needs, money is a inducing however it tends to have a motivating effect on staff only for a short period, in line with Herzberg(1959)s two-factor model of motivation. At higher levels of the hierarchy, praise, respect, recognition, empowerment and a sense of be are far more powerful motivators than money, as both Abraham Maslow(1954) and Douglas McGregor (1960)indicated. The assumptions of Maslow and Herzberg were challenged by a classic study at Vauxhall Motors UK manufacturing plant (Goldthorpe, Lockwood,Bechhofer and Platt, 1968).This study introduced the concept of orientation to work and identified three main orientations instrumental (where work is a means to an end), bureaucratic (where work is a source of status, credential and immediate reward) and solidaristic (which prioritizes group loyalty) (Goldthorpe, Lockwood,Bechhofer and Platt, 1968). Other theories which expanded and extended those of Maslow and Herzberg included Kurt Lewins wedge Field Theory (1938), Edwin Lockes Goal Theory (1996) and Victor Vrooms Expectancy theory (1964).These theories tend to emphasize cultural differences and the fact that individuals tend to be motivated by different factors at different times In Essentials of organisational Behavior, Robbins and Judge examined recognition programs as motivators, and identified five principles that contribute to the success of an employee incentive program (2007)recognition of employees individual differences, and clear identification of behavior deemed worthy of recognition allowing employees to participate linking rewards to performance rewarding of nominators visibility of the recognition processChapter 3 look Method This project is based on questionnaires among Subway employees, wh o receive the national minimum wage. The questionnaires is designed to highlight all the factors regarding motivation and distributed to various Subway stores in Birmingham. The data collected from the questionnaires is thereafter analyzed. 3. 1 The advantages and disadvantages of Questionnaire Questionnaires are one of the most popular research methods because they provide a simple way of collecting information from a targeted population.It is easy to analyze questionnaires, by the help of most statistical analysis software. In the terms of cost, they are very effective as well, comparing to personal interviews (Seitz, 1944). almost people are familiar with questionnaires. Many people have had some experience of completing questionnaires. ). Unlike other research methods as skirt or face-to-face surveys,, the solventent is not interrupted by the research instrument. When a respondent receive a questionnaire, he/she is free to complete it whenever he /she want to (Jahoda, et al. , 1962).However, questionnaires may not be suited for everyone. For example, to a group of poorly educated people, a written survey energy not work because they dont have enough edition skills. More often, some suitable group of people are solely omit by written questionnaires because of misuse (Deutcher, 1956) Thanks to the uniform insertion of question, questionnaires can also reduce the bias of respondents (Jahoda, et al. , 1962). Many researchers have found that voice inflections and mannerisms of the interviewers can have a bias on responses (Barath and Cannell, 1976).Unlike face-to-face interview, there is no particular way of any verbal or visual clue to affect the reaction of a respondent. Since there is no interviewer, the questionnaire is not subject to this sort of bias. On the other hand, however, the researchers ability to canvass responses is limited by the lack of an interviewer. The flavor of the response is often mixed-up in structured questionnaires as respo ndents always try to keep their answers criterion and easy to analyze(Walonick,1993). This advantages can be partially overcome by allowing berth for other comments,.Another drawback of questionnaires is that they often results in low response rates (Robinson, 1952). pitiable rate of response is biggest problem to statistical analysis because it can dramatically lower the confidence of results and the credits of the research itself. However, response rates tack widely among different questionnaires. A well-designed study can probably produce high response rates. Another problem is attributed to the credibility of the answer itself. When questionnaires are returned, its assumed that the respondent is the same person you sent the questionnaire to.However, a number of researches have found that this may not actually be the case (Scott, 1961). It happen frequently those business questionnaires are passed to someone else for completion. For a variety of reasons, the respondent may no t be who you think it is. For instance, housewives sometimes respond for their husbands. In a summary of five studies sponsored by the British Government, Scott (1961) reports that up to ten percent of the returned questionnaires had been completed by someone else other than the seek person.To increase the response rate, the questionnaire of this research for this research have been designed to be simple and formatted. When distributing questionnaire, managers or employees are told about the purpose of this questionnaire and the way to take them back, in order to increase the response rate. 3. 2 anonymity and Confidentiality Some studies have shown that response rate is affected by the anonymity/confidentiality insurance policy of a study (Jones, 1979). Klein, Maher, and Dunnington (1967) reported that responses became more distorted when subjects felt jeopardize that their identities would become known.In this research, the name of the responses will be unknown and confidentia l. Chapter 4 Research analysis 100 questionnaires have been distributed to 20 Subway stores throughout Birmingham. Within one month, 66 questionnaires have been returned. Within 66 respondents, 10 respondents are mangers, while 56 are crew members. 4. 1. The working lengths of employees in Subway Within 66 questionnaires, nearly half of the respondents have been working in Subway between 1 and 3 years. Others are either working less than one year or more than 3 years.Just a few people are working for more than 5 years Table 5. 1 Working lengths of employees in Subway 4. 2 Motivators of employees With all the motivational factors, money is let off the determinable factor. The security of job and quotation from managerial level are also influential to employee motivation. Aside the choices provided by questionnaires, there are some other elements mentioned. Relationship with colleagues and captain knowledge are among those most popular. Table 5. 2 Motivators of Subway employees 4. 3 Motivation strategies used by Subway managerWithin septenary common motivation strategies, positive reinforcement and effective discipline and penalty are used by all the managers. Treating people fairly, satisfying employees needs and setting work related goals are used by some of the managers. Restructuring job is used by few, while no one use base rewards on job performances as motivation strategy. Table 5. 3 Motivation strategies used by Subway manager 4. 4 Problems of motivation in Subway 35 respondents have indicated that they have considered leaving Subway. Hard work and low wage are main reasons.No professional development, bad relationship with colleagues and lack of job security are also influential. Table 5. 4 Problems of motivation in Subway Chapter 5 Conclusion and Recommendation 5. 1 Reemphasis on the importance of motivation From the questionnaire, we can see most of the employees in Subway have been working for less than 5 years. This has shown that the rate of t urnover in Subway is really high and the stability of Subway team is challenged throughout the time. Therefore, the performance of company will be affected by this. This research reemphasizes the importance of motivation in low income workplaces.Money as a main motivator Many motivation theories have indicated that money is not the main motivator in workplaces, as employees may find the security of job or the self-realization are more appealing. However, this research has found in low income working places as Subway, money (wage) is still the most essential motivator. In low income workplaces, more working time (shifts) mean more money. Therefore, to motivate employees, managers have to understand the needs of employees and properly distribute shifts to different employees. Other motivational factorsAs emphasized by many motivation theories, the security of job still remains one of the most important elements of employ motivation. Another motivator is the acknowledgement from manage rial level. Professional development and promotion are also focused by employees, which indicate that company should set different professional development plan for different employees, in order to put forward the levels of their motivation. Lack of various motivation ways from managerial level This research has shown that there is a lack of motivation methods from the managerial level of Subway.Apart from the seven motivation strategies provided by questionnaire, there is no any other answer mentioned by Subway managers. Positive reinforcement and effective discipline and punishment are chosen by all the managers. Some managers select treating people fairly, satisfying employees needs and setting work related goals. Just 2 managers choose restructuring jobs as a way of motivating employees, which shows that most of the Subway employees are doing the same job throughout the time. Manager may need to find more ways to restructure the jobs among employees to arouse their motivation.A ll in all, to motivate different employees, managers have to use different motivation strategies. Some psychological test may help managers to understand the different needs and thought motivation of distinct employees. Main problems of motivation in Subway fractional of the employees are thinking of leaving Subway, which means that there are still serious problems of motivation in Subway. Low wage is the most significant reason. Since most the crew member receive national minimum payment in Subway, the strategies of increase wages for employees who have been working for long time could help improve the situation.Apart from that, job difficulty is another reason for employees to leave. From this perspective, managers should tittle-tattle to employees who have problems with their job. They could also change their job responsibilities to motivate them handle the problems met in workplaces. The worry of professional future is also another reason. As mentioned before, the professiona l development plan will help. Job security is mention here again. And relationship with colleagues could also affect employee motivation. Therefore, managers should pay watchfulness to team coordination to avoid any negative effect on employee otivation. Summary This research has shown that in different workplaces, employees have different motivational factors. Upon different employee, his/her motivation will be different. Though in low income work places as Subway, money is still the main motivator, other factors can not be neglected as well. 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