Tesco Motivational Theory in Practice PDF

www.thetimes100.co.uk Motivational theory in practice at Tesco Curriculum Topics...

www.thetimes100.co.uk Motivational theory in practice at Tesco Curriculum Topics Motivation Taylor’s theory Mayo effect Maslow and Herzberg Introduction training and development and providing relevant and timely reward and recognition. Tesco began in 1919 with one man, Jack Cohen, a market stall- holder selling groceries in London. TESCO was formed out of a What is motivation? merger with T.E. Stockwell from whom he purchased tea for sale on the stall. The first store opened in 1929. Motivation may stem from personal interest such as keeping safe or from external factors such as praise and reward. Different Since then, Tesco has expanded across the world. It now has theories have been suggested for motivating employees. Pay is over 2,200 stores including hypermarkets and Tesco Express considered a primary motivator. Other motivating factors include: outlets to meet different customer needs. As a conglomerate appreciation of hard work Tesco also offers alternative goods and services such as a sense of achievement insurance, banking and online shopping. With net profits of responsibility and empowerment around £3.4 billion Tesco has become the largest British retailer opportunity for advancement and one of the world’s leading retail outlets on three continents. a sense of challenge and enjoyment. Tesco’s growth has resulted in a worldwide workforce of over 468,000 employees. A motivated workforce will work harder and achieve greater output in less time, therefore reducing labour costs. It requires less To support its growth, Tesco needs staff that are motivated, supervision and demonstrates pride in its work, making a greater flexible and well-trained and who recognise customer needs. In impact on the customer. Motivated employees have greater turn, Tesco’s employees are supported by the company in their concentration and are less likely to make mistakes, cause various roles and at different levels - from customer assistants in accidents or be involved in conflict. They are also likely to show stores to department managers; from warehouse employees to greater loyalty to the company and have less absenteeism. An office and logistics staff. Tesco recognises that employee unmotivated workforce will be the opposite, being dissatisfied with motivation is important for the continued growth of the company. its role in the work environment. This can negatively affect both This case study looks at how Tesco motivates its employees by the quality of the work as well as how efficiently employees carry increasing their knowledge, skills and job satisfaction through out their jobs. GLOSSARY Conglomerate: A group of businesses Net profit: The gross profit less all fixed Motivation: Attracting a person to do Skills: Specific abilities and capabilities. joined in a single entity. Each of the overheads and other expenses. something because he or she wants to businesses focuses on a different Logistics: The logical organisation of a do it. product or service area. cost-effective supply chain. EDITION 15 www.thetimes100.co.uk Tesco | Motivational theory in practice at Tesco 105  www.thetimes100.co.uk Tesco considers that the business depends on two groups of Tesco’s Employee Reward Programme has some similarity to people – customers and staff. It appreciates that staff are unique Taylor’s theory. Its financial reward packages are one motivating and have diverse lifestyles outside of work. To this end Tesco factor. However, there are factors other than money which supports staff with a work/life balance and offers reward motivate people in both their personal and working lives. Tesco through: goes far beyond Taylor and gives more than just simple pay flexible working increases. It supports the varied lifestyles of individual employees free or reduced rate health benefits through relevant and targeted benefits. Many non-financial factors discount gym membership can and do motivate employees to improve their output. One such competitive salaries factor may be the desire to serve people; others may be to staff discount improve personal skills or achieve promotion. A person may be company share options. motivated to be a professional footballer not because of the salary but because they love football. Tesco has discovered that it is important to create trust and respect. It has found that by valuing employees, providing realistic { goals and an interesting environment for them to work in, it Free shares after one year’s service increases employees’ motivation. At Tesco a motivated member of Save As You Earn shares available in a high interest account staff ‘works in partnership with others to achieve individual and Pension scheme providing equal team objectives’. This means that he or she focuses on Tesco contributions from the company customers, treats people fairly and is determined and devoted to rewards Employee discount card for hard Christmas or pay slip vouchers receiving feedback from others. work Private healthcare - free or at special rates – depending on level Taylor’s motivational theory Gym membership Holiday discounts Contract-free phones with O 2 In 1911 the engineer Frederick Taylor published one of the earliest motivational theories. According to Taylor’s research, people worked purely for money. In the early years of the car assembly industry, work on a production line was based on producing quantity and Employees are more motivated if they feel content in their work. was repetitive. Workers were paid ‘piece rate’, that is, paid for every This often happens when their employer creates a good working item produced. This approach of paying workers by results was environment where employees feel valued, generally through good for the business. The outcome was greater production but increased communication and being asked for their opinions. gave little opportunity, encouragement or time for employees to think for themselves or be creative in what they did. This limited [ Employee motivation is also likely to be higher if the organisation invests in its staff through training and development. In turn this [ people’s development and their use within the company. enhances their knowledge, skills and their sense of job satisfaction. Every year Tesco invites its staff to take part in a staff satisfaction [ survey called Viewpoint which gives them the opportunity to express their views on almost every aspect of their job. The results from the survey help Tesco make sure it is offering the right things to staff include: [ to its staff to keep them motivated. Some of the benefits available Lifestyle break – this offers 4-12 weeks off work and guarantees the job back at the end [ Career break – this allows staff between 6 months and 5 years away from work with right of return Pension scheme – this award-winning scheme provides clearly defined long term benefits. GLOSSARY Work/life balance: Creating conditions Reward: An incentive given in Flexible working: A working pattern for staff that allow work and home exchange for good behaviour or good other than standard days; includes part commitments to be balanced. work. time hours, non-standard days/weeks, job sharing. EDITION 106 Tesco | Motivational theory in practice at Tesco www.thetimes100.co.uk 15  www.thetimes100.co.uk The Mayo effect behaviour, strengths and weaknesses within the workplace as others see them. The idea of the programme is to ‘Take People Internal or external factors may motivate a person to change or with You’ and ‘To Gain the Hearts and Minds of Others’ in order to develop their actions. For example, an internal factor may be the improve individuals and get things done efficiently. desire to learn a new skill. This would reward the individual. External factors include, for example, sales targets and incentives. A more negative motivator might be no pay rise if targets are not achieved. Manager (Line or project manager) In the early 1930s the theorist Elton Mayo suggested that motivation at work was promoted by such factors as: greater communication good teamwork Direct reports Team peers showing interest in others (People working Self (People within involving others in decision making for you or on your behalf) (you) your team or function) ensuring the wellbeing of others ensuring work is interesting and non-repetitive. Mayo based his assumptions on research undertaken with Others (Internal contacts outside of workers at the Hawthorne plant of the Western Electric Company your function or external in Chicago. His work resulted in the Hawthorne theory. He suppliers) suggested that boredom and repetitiveness of tasks led to reduced motivation. He believed that motivation was improved through making employees feel important, giving them a degree of All Tesco employees have a Personal Development Plan which freedom to make choices and acknowledging their social needs. they build through their 360 degree feedback and other tools. [ At Tesco the Mayo theory is seen to be operating throughout the company. Communication is an extremely important factor in This enables Tesco managers to offer meaningful feedback to employees to help provide opportunities for continuous personal development. This personal approach helps employees to reach [ motivating employees. This may be through 1-to-1 discussions with managers, through the company intranet or newsletters or through more formal structures such as appraisals. Line their full potential by encouraging self-assessment and providing advancement through ongoing training. It also enables individuals to take responsibility for their development. This two-way [ managers hold a daily Team Meeting to update staff on what is happening for the day and to give out Value Awards. These awards can be given from any member of staff to another as a relationship ensures that the employee is committed to the values of the company, that he or she works in partnership with others and helps improve the business for customers. [ way of saying ‘thank you’ and celebrating achievements. Tesco also promotes motivation through its many training and Maslow and Herzberg [ development opportunities. Everyone has access not just to the training they need to do their job well but also to leadership training Abraham Maslow argued that humans are motivated by five essential needs. He formed a pyramid demonstrating these needs to grow within the company. Tesco offers strategic career planning which he called the ‘hierarchy of needs’: At the bottom of the to help staff ‘achieve the extraordinary’. In 2009 Tesco appointed pyramid are basic needs, those that motivate people to work - food 3,000 managers – 80% internally. As well as an annual career and shelter. Once these needs are met through pay, individuals want discussion with every employee, the company also emphasises the safety and security through, for example, good job conditions. development of the whole person and has implemented a system Social needs refer to the need to belong, to be part of a group. of 360 degree feedback. This is a personal development tool Self-esteem may arise from a promotion. Right at the top is Self- which provides feedback from a selection of people with whom the fulfilment - the area for creativity, challenge and interest. Maslow employee works. This helps employees to understand their suggested that achieving one level motivates us to achieve the next. Assumptions: Accepting without proof Strategic: Of long-term importance and external sources such as customers, Values: What a company stands for. GLOSSARY that something will happen. fundamental to a company meeting its suppliers or other stakeholders. Hierarchy of needs: A set of layers, Appraisals: An assessment of an goals. Self-assessment: The opportunity for where each one is more important than individual's progress. A manager meets 360 degree feedback: Feedback comes individuals to assess their own progress the one beneath it. Maslow said that with a subordinate to review their work from subordinates, peers and managers within the workplace. human needs were arranged like this. and agree future objectives. and from self-assessment, as well as from EDITION 15 www.thetimes100.co.uk Tesco | Motivational theory in practice at Tesco 107  www.thetimes100.co.uk www.tesco.com Needs [ Tesco offers Personal Development Plans, recognition of skills and talents, opportunity for promotion and career progression programme. Career discussions feed into Tesco’s Talent Planning meetings. The What Tesco provides Self-fulfilment Options fast-track management programme provides a route for capable staff to reach higher levels. Self-esteem [ Tesco values emphasise self-respect and respect for others and praise for hard work, Its self- assessment, 360 degree feedback and appraisal system help to recognise individuals’ contributions and importance and celebrate achievement. Social needs [ Tesco promotes team and group working at various levels; The company ‘Steering Wheel’ assesses individual and group work and enables store staff to work as a team. Working conditions and a home-from-home ethos encourages long service. Security needs [ Tesco provides the security of formal contracts of employment as well as pension and sickness schemes and the option to join a union to give people a sense of belonging. It ensures health and safety in the workplace. Basic/physical needs [ This would include a place of work, regular monthly pay and essential The Times Newspaper Limited and ©MBA Publishing Ltd 2010. Whilst every effort has been made to ensure accuracy of information, neither the publisher nor the client can be held responsible for errors of omission or commission. facilities such as a restaurant or lockers for personal belongings. In 1959 Frederick Herzberg developed the Two-Factor theory of Conclusion motivation. His research showed that certain factors were the true motivators or satisfiers. Hygiene factors, in contrast, created Employee motivation is an important task for managers. Early dissatisfaction if they were absent or inadequate. Dissatisfaction motivational theory such as that of Taylor suggested that pay could be prevented by improvements in hygiene factors but these motivated workers to improve production. However businesses improvements would not alone provide motivation. Herzberg now need employees to have greater motivation and have a stake showed that to truly motivate an employee a business needs to in the company for which they work, as shown by Mayo. create conditions that make him or her feel fulfilled in the workplace. Maslow and Herzberg demonstrated that employees are motivated by many different factors. Tesco provides opportunities 1. Satisfiers 2. Hygiene factors for its managers and staff to take a share and a greater interest in Achievement Pay and Benefits their own employment. Since every employee is an individual, with Recognition Company Policy and Administration different needs and aspirations, the process of reviews and Work Itself Relationship with co-workers personal development plans allows recognition of their abilities Responsibility Supervision and achievement, as well as potential development. This benefits Promotion Status the individual by providing career progression. It also benefits Growth Job Security Tesco by ensuring the business can deliver high levels of Working Conditions customer service through its skilled employees. Personal Life 1. Describe what is meant by motivation. What types of Tesco aims to motivate its employees both by paying attention to non-financial reward might a company use to motivate hygiene factors and by enabling satisfiers. For example, it employees? QUESTIONS motivates and empowers its employees by appropriate and timely 2. Describe the effects of an unmotivated workforce on a communication, by delegating responsibility and involving staff in company. How does Tesco benefit from ensuring that decision making. It holds forums every year in which staff can be its workforce is motivated? part of the discussions on pay rises. This shows recognition of the 3. Why is Taylor’s theory not relevant to companies and work Tesco people do and rewards them. Tesco staff can even employees in the 21st century? influence what food goes onto its restaurant menus. Employees 4. Evaluate the four motivational theories in the study, thus become motivated to make choices that will increase their demonstrating how each relates to Tesco. use of the restaurants. GLOSSARY Satisfiers: Motivating factors that enrich a person's job and may contribute to enhanced performance. EDITION 108 Tesco | Motivational theory in practice at Tesco www.thetimes100.co.uk 15