The process of motivation is complex and ambiguous. There are various approaches to the description of the emergence and implementation of the needs of employees. These approaches are reflected in the various theories of motivation. Each of these methods may have something to offer managers and their various elements in many complementary ways. Conventionally, all theories of motivation can be divided into substantive and procedural. Substantial theories focus on domestic human needs, which give impulse, support and stop this behavior. Procedural theory gives a description and analysis of how behavior is gaining momentum, is directed, supported and stopped.
There are three main types of motivation:
1. Financial;
2. Social (moral);
3. Organizational (administrative).
Financial motivation is realized through the wage system, accounting system of differentiated species and productivity of work, the implementation of a system of funds received for work (development of the expenditure sphere of income). Additional incentives include payment of transportation costs, food subsidies, payment of the costs of education, health care, travel tourism nature at weekends and vacation time, pay the cost of life insurance of employees and their dependents, accident insurance, etc (Branham, 2012).
Social or moral motivation is based on the moral values of a person, the understanding of the knowledge worker of his labor as a certain debt to society, understanding the value and utility of this work. This category also includes incentives related to the creative richness and substantiality of labor, its relatively favorable conditions, relationships in the workplace, the relationship between the employee and his supervisor, the possibility of vocational growth, self-improvement and self-expression (Branham, 2012).
Organizational (administrative) motivation is based on enforceable legal right of the administration (employer) to demand the employees to comply with the accepted rules of employment. The basis of this type of motivation is the discipline of work and its result - disciplinary responsibility of providing measures of influence on the employee for improper fulfillment of their duties.
Evaluate at least two work motivation theories and how they can be applied in order to improve employee recruitment and retention at JC’s Casino.
As the solution with financial and organizational motivation will not allow us to achieve us a huge success, it is feasible we focus on the following two theories.
This theory seems most feasible due to the fact that all employees upon quitting name among many one reason. The reason is the casino owner’s step-son Joe. The latter has been working as a pit boss and has been described as “toxic, overbearing, evil and incompetent.” This is definitely not the type of leader one would have liked to have and follow (Phillips & Connell, 2003). He is the primary reason why everyone is leaving despite the good salary offered by the owner. Therefore looking at the atmosphere within the company it is clear that unless Joe’s attitude will change or unless the owner will do something about Joe, the situation will not change (Phillips & Connell, 2003).
J. Stacy Adams has suggested another theory that requires our careful consideration The theory of justice, equality and impartiality promotes all the characteristic features that are simply absent in JC’s casino. In the event when the atmosphere is gloomy and depressing, when the boss is a tyrant and will not listen to anyone, not even money will make the person stay and work (Phillips & Connell, 2003).
Staff turnover or bad retention is one of the key problems and painful for any modern organization. To say that a large non-retention has a negative impact on your business is not to say anything. High rate of non-retention does not form a continuous and well-coordinated team, and accordingly the corporate spirit of the company (Branham, 2012).
Examine possible occupational stressors that are negatively influencing recruitment and retention. What improvements would you suggest to alleviate these stressors?
Everybody knows that in order to cope with the disease, it is necessary to treat not the symptoms but eliminate the source. What are the sources of this illness:
Let us start at the beginning of employment process - selection. Often the reason for dismissal is laid in the first phase with low-quality selection. Such a non-professional selection has many reasons: a banal haste to close the free vacant seat by the employer, the desire to quickly get you a new employee by the recruiter, at last, at least some job applicant, or simply lack of awareness of the parties. In 99% of cases, this approach will eventually lead to dismissal.
After recruitment, an adaptation process is expected. Poor adaptation, or, in general, its absence causes premature dismissal on probation. Even when new employees stay and work in the company long enough, their decision on dismissal may be taken in the first week of employment at this company (Branham, 2012).
A successful process of adaptation is not yet the key to success in the fight against dismissal. Most of the daylight hours an employee spends at work and on how comfortable working conditions are created, does influence the dismissal and retention rates (Phillips & Connell, 2003).
Examine the role of job satisfaction and its influence on retention at the casino. Provide recommendations for improving job satisfaction of the employees and how that can play a part in successfully improving retention.
Dissatisfaction with the leadership - in any form, whether it be personal hostility, resentment of professional skills or management practices can also lead to the dismissal of an employee. The last two points are not limited in the timeframe, as in this case, it all depends on the nature of man.
After working for a while, an employee has certain ambitions and professional qualities he/she would like to develop better, thus he/she begins to think about the possibility of growth and development (Phillips & Connell, 2003). Lack of career growth, professional development and training can cause maintenance personnel. Immediately following traced the cause employee layoffs - the prospect of a higher position in another place, the possibility of wider use where their skills and, consequently, higher wages. This practice is usually observed at all staff levels. Although often money is not the root cause, salary - is not a direct determinant of job satisfaction. Many employees are not satisfied with the psychological climate in the team, they are not loyal and motivated, and the money in this case is a convenient excuse to leave the company.
Discuss counterproductive employee behavior occurring at the casino. What suggestions would you make to reduce the counterproductive behavior and increase productive employee behavior?
In this situation it is evident that there are a few employees who demonstrate counter-productive activities. The top dog in this list is Joe. Being characterized as cruel and evil, he does not facilitate the smooth flow of work. Joe is the number one reason that the employees are leaving the casino and hotel in the first place. His counterproductive attitude is not facilitating business activities, due to the fact that as a result the company is suffering loses, both financial and reputational (Branham, 2012).
Another destabilizing factor in JC’s Casino is the attitude of Tom Sneed the HR director. Simply because he is afraid to confront the owner about the latter’s step-son, the whole company is going downhill. It is advisable to fire Tom Sneed, as his behavior is even more destructive than that of Joe’s. Sneed’s actions have led to the fact that the owner knows that there are some issues with keeping the dealers and that some customers were upset because they had to wait to check in. However, the full scope of problems does not end with the dealers and housekeeping problems. The retention of employees is the direct responsibility of the HR director, something which he is not coping with.
Staff quitting decreases the performance factors of the company also decreasing its competitive advantage. First of all, this is sown through the loss of profit due to slow work of newcomers, and reduced productivity (Meister & Willyerd, 2010). Highly qualified staff are diverted to training new employees. There are problems with staff motivation. Staff qutting impairs morale in the team, which prevents the creation of a highly efficient mechanism. In order to improve the situation apart from firing the HR director and letting the owner know about the actions of his step-son the following are also recommended:
Organizations need to anticipate the number of layoffs for months and quarters, so as to introduce the replacement of the employee as fast as possible. This will increase the time of adaptation for new staff, which in turn will affect the quality of the candidates (Meister & Willyerd, 2010).
Simulate the work so that the diversity of skills, the significance of tasks, independence, control over their work and the feedback would be maximized, and provide opportunities for growth and training of employees. Improve the process of introducing new employees to the job as soon as possible for them to be as efficient as possible.
The proposed actions to reduce the level of staff quitting consist of the timely informance of the company's management and personnel department on the overall level of staff satisfaction, and on the satisfaction of employees by individual production processes, which is essential for the adoption of appropriate solutions to improve management systems and reduce staff turnover in the organization.
We have discussed the most feasible ways to improve the situation and a roadmap for the business owner to regain his competitive advantage and increase income.
References
Branham, L. (2012). The 7 hidden reasons employees leave how to recognize the subtle signs and act before it's too late. New York: AMACOM, American Management Association.
Meister, J. & Willyerd, K. (2010). The 2020 workplace : how innovative companies attract, develop, and keep tomorrow's employees today. New York: Harper Business.
Phillips, J. & Connell, A. (2003). Managing employee retention : a strategic accountability approach. Amsterdam Boston, MA Alexandria, Va: Butterworth-Heinemann Society for Human Resource Management.
