Retention of Intrinsic and Extrinsic Prompting to Work - Assignment Example

Reflections Unit Reflections The assignment on intrinsic and extrinsic motivation at a workplace based on the case scenario ofHereford Road Restaurant did not qualify to meet all the instructor’s requirements resulting to a fail. This group assignment in the first place veered off the topic that was supposed to be addressed. Instead of looking at the psychological theories that influence employee motivation in a workplace, the failed assignment focused mainly on the organizational change at Hereford Road Restaurant. Another flaw with the assignment was that it did not bring forth the intrinsic and extrinsic factors that would influence the motivation of employees. In addition, there was no clear theory that was used in the analysis of these factors. However, despite the failures, the assignment will be rectified by adopting theories of analyzing the motivational factors while remaining focused on the case of Hereford Road Restaurant. The failed work did not present the assigned topic for the report. The topic of the assignment, “Managing Change within the Organization; A research of Organizational Changes in Hereford Road Restaurant” was not in tandem with the requirements of the assignment. The point of management of change should not have been the issue under focus. In the abstract, the research paper did not capture the research process and the theories that were used in analyzing the case study of Hereford Road Restaurant. The abstract also mentioned about the primary and secondary research, which was not explained of how it was conducted and subsequently the results that were yielded. This means that despite the topic under study being erroneous, there were gaps that left unanswered questions. The research paper did not present specific theories that could help explain the scenario that was being addressed. It is noteworthy that the research paper did not define a clear strategy in which the results used were found and the theory that was used in explaining the results did not have a psychological backing. Instead of focusing on the internal and external motivations, the study looked at the management of change. The introductory part of the study was meant to provide a strong background of the research topic. This part despite taking a wrong topic fails to appeal; it presented some irrelevant information instead of looking at aspects that are more important. For example, a definition of a restaurant has been provided, which I do not think could have featured in the first place. Another aspect about this section that flawed was the organization of thoughts. Looking at the second paragraph of the introductory part, one would easily get confused of what the author is up to. This is because there are several ideas that have been blended in one paragraph. It is also clear that there is no particular theory that has been advanced right from the introductory section to analyze the case under study. In providing a brief description of the Hereford Road Restaurant, the study presented various aspects of the employees but there is deficiency of a theory to explain all that. The methodology used depicts a lot of contradictions and inconsistencies. The research was purported to take a qualitative approach but contradicted itself by adopting the use of questionnaire as the research tools. Questionnaires are not appropriate tools for conducting a qualitative study, they are mainly used for quantitative studies. According to the study, the questionnaires, despite being open-ended were deficient of providing information that could be qualitatively described. The adoption of a qualitative approach could provide the best data that could have a psychological meaning, however, the choice of the research tool is not in tandem with the approach. Let us focus on how the research would ideally be. Intrinsic and Extrinsic Motivation at Hereford Road Restaurant Introduction Hereford Road is a spectacular restaurant located in Noting Hill Gate. The restaurant has a number of employees serving in different areas according to their specialties. The motivation of the employees at the restaurant seems to be high through a careful analysis of the internal and external factors that surround them. In this section, various theories will be used to facilitate an understanding of the reasons why the team seems more vibrant and highly motivated. Intrinsic Factors At the restaurant, the employees are able to earn their daily living out of the wages they get from the restaurant. This is a major reason why they chose to engage in employment in such a place. Through an interview with the employees, most of them agreed that though their pay was not the best, they were satisfied that they were under a wage that was reasonably good. The need to satisfy the basic needs of an individual is tandem with the propositions of Maslow’s theory, which provides that an individual will endeavor to satisfy a lower need before a need higher in the hierarchy. Without a job, these employees would find it difficult to meet their basic needs (Lungescu, Salanta & Crisan 2012, p.226). In addition, according to the Alderfer’s ERG theory, the first aspect that job environment provided was the ‘existence’. Based on the same theory, the need for interpersonal connections (relatedness) and personal development (growth), are important aspects that were seen to motivate employees at the restaurant to engage in their work (Wilson 2005, p.29). At the Hereford Road Restaurant, the management has developed various strategies of developing the self-efficacy of the employees. The managers work very close to the staff and do accept mistakes when it is not intentional. In addition, they encourage the employees to work as a team while at the same time encouraging them to make independent decisions. For example, experimentation with new foods is highly encouraged in the restaurant. In addition, the restaurant organizes capacity-building workshops for its staff and facilitates attendance to seminars and conferences, aspects that promote personal development. According to Herzberg’s Two-Factor theory, intrinsic motivation of the workforce of the Hereford Road Restaurant’s employees can be attributed to the second factor, which he describes as motivators (Sachau 2007, p.380). Herzberg points out that the conditions of the job influence the motivation status of the employees. Employees are highly motivated when they receive recognition for their achievements, they get opportunities to grow and develop themselves, they have job satisfaction and when they are allowed to take responsibility (Dinibutun 2012, p.134; Lunenburg 2011). The self-efficacy status at the restaurant can be attributed to the input of the management, which ensures that the employees are motivated in most cases. Extrinsic Motivation This motivation is based on external factors. Firstly, relative to employees in other restaurants, employees at the Hereford Road Restaurant are fairly remunerated. The restaurant run a program in which every month they have the employee of the month; this has created a lot of competitiveness among the employees in acting to the benefit of the business. Due to the competitiveness, every employee endeavors to be outstanding. As a result, no employee ever has the award more than two months consecutively. According to Maslow’s theory, the need for recognition helps boost the self-esteem of the employees. Self-esteem is a need that falls high in the Maslow’s hierarchy, hence it serves as an important extrinsic motivator for individual performance. In addition, the relatedness concept under Alderfer’s ERG theory states that the need for personal recognition is important in motivating the employees (Caulton 2012, p. 3). Another aspect adopted by the restaurant is promotion of employees within the organization instead of hiring. This motivates the employees that since they belief that as a matter of time they will be promoted if they depict exemplary performance. This motivates them thereby creating loyalty to the organization. The motivation to work at the restaurant can also be attributed to what Herzberg described as ‘hygiene factors’. Hereford Road Restaurant has adopted a policy that ensures that the distance between the managers and the rest of the employees is narrowed. The employees are at liberty to discuss issues with their supervisors and the rest of the management without booking for any appointment. This allows for knowledge sharing while ensuring that the issues raised by juniors are addressed. The management is obliged to listen to the employees’ views and are bound against any form of intimidation. In addition, the employees across the board usually hold a joint meeting on Monday mornings where they interact as they take breakfast together. At the restaurant, the employees depict a higher degree of job security; the chief executive officer upon an agreement with all the managers can lay off an employee. This ensures that an individual is not dismissed anyhow. This promotes job security hence assuring the employees that they cannot be laid off, unless they fail to perform. Herzberg pointed out that the hygiene factors such as job security, quality of leadership, relationship with the management and working conditions among others do not out rightly motivate employees, however, he points out that lack of these factors can result to a higher level of dissatisfaction among the employees which can affect their performance (Bassett-Jones & Lloyd 2005, p.940). The fact that the payment and the relationship with the management is very good creates an environment where the satisfaction of the employees is quite high. Conclusion Employee motivation is based on both internal and external factors. At the Hereford Road Restaurant, the employees are seen to be more vibrant and highly motivated. Based on Alderfer’s ERG theory, Maslow’s hierarchy of needs theory, and the Herzberg’s Two-factor theory, the employees feel motivated based on the view that the satisfiers are provided while the dissatisfactions are minimized. It can therefore be categorically be argued that Hereford Road Restaurant is a good example of an organization that has taken into perspective the motivational needs of its employees. References Bassett-Jones, N. and Lloyd, G.C. (2005) Does Herzbergs motivation theory have staying power? The Journal of Management Development, 24(10), pp. 929-943 Caulton, J. R. (2012) The development and use of the theory of ERG: A literature Review, Emerging Leadership Journeys, vol 5, Issue 1, pp. 2-8 Dinibutun, S.R. (2012) Work Motivation: Theoretical Framework. GSTF Business Review (GBR), 1(4), pp. 133-139. Lunenburg, F. (2011) self-efficacy in the workplace: Implications for motivation and performance. International Journal of Management, Business and administration. Lungescu, D., Salanta, I. and Crisan, E. (2012) An Integrative Approach to Motivation, 2012, Babes Bolyai University, pp. 224-228. Sachau, D.A. (2007) Resurrecting the Motivation-Hygiene Theory: Herzberg and the Positive Psychology Movement. Human Resource Development Review, 6(4), pp. 377-393. Wilson, M. (2005) The Psychology of Motivation and Employee Retention. Maintenance Supplies, 50(5), pp. 48-49. Read More